Customer Service Manager

Cynthia Roberts-Andrea

**** ****** **** *****, **** 44312 Home 330-***-**** Cell 330-***-**** ********@***.**.***

CAREER SUMMARY

Detailed-oriented, analytical, flexible, and adaptable management professional with excellent organizational leadership

skills, supply chain management, inventory control, and multi-departmental budget forecasting expertise who works

independently or within collaboratives, seeks opportunities within a new organization. Specific expertise includes:

• •

• Purchasing / Contract

Inventory Management Forecasting (GAINSSystems*)

Negotiation

Data Management

• • Ad-hoc Reporting

SQL* / dB2 Reporting

Repair Scheduling

• •

Bills of Materials ISO9001 Internal Auditor*

Dash Board/Metrics

• •

Demand Flow Technology* Patton Inventory

Management*

MS PowerPoint

• •

MS Excel 2003-2007* MS Access 2003*-2007

PROFESSIONAL EXPERIENCE

Diebold, Inc. North Canton, OH 2001 - 2010

With nearly 6,000 service professionals operating from 600 locations worldwide, Diebold provides solutions in self

service, integrated security, and software technology as well as integrated services that allow financial, commercial and

educational institutions to maximize self-service and security capabilities.

Business Analyst

2003 - 2010

Reported to Director, Global Service Logistics with responsibilities for analysis and reporting of aftermarket service SKUs’

data, distributed from the North Canton Global distribution center, to over 6,300 remote and technician bins in North

America, Canada and Puerto Rico.

• Generated monthly reporting of inventory turns (DIOH), lines shipped, dollars shipped, inventory change by

multiple segmentation for different departments, products, life-cycles, and by individual planners

• Created, edited, and maintained SQL and db2 queries and procedures using simple and complex forms for the

production department

• Conducted inventory audits on assets owned by the organization, using a formal tagging system to categorize

items designated for repair, scrap, and / or expense.

• Developed and presented dashboard metrics for special VP level presentations

• Established and maintained databases to track items for project-based need, or for audit purposes, such as last-

time-buy accruals and kitting bills of materials

• Provided weekly reports to various department managers, such as Aged Backorder, Aged A/P Invoice, Days

Inventory On Hand (DIOH), and daily flag reports for purchase orders issued for large dollar amounts

• Supported ad-hoc report requests for 17 buyer analysts, 4 commodities managers, the internal repair depot as

well as many requests from field branch managers, and cross departmental assistance

• Developed, authored, owned, and updated multiple ISO processes as well as serving as an Internal ISO 9001

Auditor 2008, 2009, & 2010

• Utilized free software data load to upload redundant data into legacy systems when changes were needed,

alleviating the need to hire temporary keypunch personnel to manually update legacy systems, saving

unbudgeted labor expense of approximately $60K in 2009.

Buyer Analyst

2001 - 2003

Reported to materials manager with responsibility for forecasting, purchasing, and maintaining proper inventory levels in

order to replenish field demand, customer demand, an in house repair depot, plus 6 international repair depots.

• Exceeded corporate goals of 3.5 depot turns and less than 60 days inventory on hand (DIOH), by negotiating

blanket orders with suppliers on large minimum quantities, in many instances.

*Certification on file for CEU classes

• Improved communication with suppliers to build effective relationships

• Provided variations of weekly and monthly updates which contributed to an increase in inventory turns from 2.2

to 4.1 in just 18 months

• Managed about 3,700 active parts, 700 of which were repairable, maintaining an average of 54 DIOH at the

depot

• Scheduled 65% of North America’s monthly repair depot, based on units needed, cores on hand, cores in-transit,

average cores received per month, usage history, demand forecast, mean-time between failures, and

components available, using expertise in BOM and SQL reporting

• Lead team in development and implementation of a Kan-Ban system in our North America repair depot to reduce

production stoppages and emergency orders to the warehouse

• Analyzed and was supported by management to stock a percentage of all components used by North America’s

repair depot in bulk, in the warehouse which saved over $40K in packaging materials in one quarter 2006.

• Reviewed, updated, and coordinated changes for the above process bi-annually with warehouse manager and

materials personnel from the repair depot

CANUSA-USA, Sales and Processing & Distribution Center, Loveland, OH 1997 - 2001

Leading manufacturer of heat shrink tubing for cable TV, fiber optic and electronic markets

Operations Manager

Responsible for a 2-shift plant and the equipment, production, staffing, QC, processes, and inventory while reporting to a

director of manufacturing, located in Toronto, Canada.

• Partnered with an engineer from Toronto corporate to develop the ‘technical’ attributes of the tubing’s properties

• Wrote and implemented over 700 structured bills of materials

• Formulated and justified a capital equipment purchase order to automate packaging and labeling

• Sourced and negotiated all packaging components

• Negotiated contracts with small package carriers for pricing and transit times

• Collaborated with the sales and finance groups in Toronto to increase margins and asset turns by adjusting

actual costs and selling prices, improving billing and collections, and turning inventory faster.

• Increased margins to 47%, from 36%, through consolidation of supplies, labels, bag sizes, volume discounts and

other negotiations.

• Developed an automated process that reduced the workforce of 130 production employees and three

supervisors, to 65 production employees and 2 supervisors, respectively.

• Collaborated with the Toronto team to engineer and improve the curing process allowing the firm to do the

finishing work in line, direct from extrusion, and radiation curing

• Revitalized relationships with customers and suppliers

MOSLER, Inc Hamilton, OH 1982 -

1997

A global manufacturer and leading service provider that operated in financial, cash handling, commercial and education

industries that provided turn-key security solutions.

Logistics and Inventory Manager 1990 -

1997

Multifaceted manager with responsibilities for all after-market service parts as well as inbound and outbound logistics

while reporting to the Vice President of North America.

• Negotiated carrier contracts with small package carriers, TL carriers, as well as counter to counter carriers,

including all US Postal company out-going mail

• Managed a 15,000 sq. ft. warehouse with an inventory value averaging $2.5M, and daily activity of 120 inbound

receipts and over 500 outbound shipments per day

• Collaborated with logistics on customer service escalations issues for customers, field technicians, and / or sales /

installation teams

• Facilitated a pilot program that consolidated shipments to technicians for replenishment orders to weekly on

standard parts, allowing critical parts to continue to ship daily, saving $135K in freight

• Developed a “Shared-Parts” program on very high dollar, low usage, or very large parts to be stocked at central

or remote field locations, to reduce on hand inventory, yet allowing multiple technicians access to the inventory

when needed.

• Reduced the amount of inventory investment to nearly two-thirds, and scrap from breakage down to less than

10%.

• Coordinated process improvement collaboratives between customer service and warehouse logistics, which

resulted in the improvement of delays, communication, and data transfer

• Learned COBAL programming language to run own departmental reports, in order to support decisions, expenses

or any change tools.

Inventory Control Supervisor 1987 –

1990

Team of three planners, responsible for replenishment, end of life, engineering change revisions, scrap, and cycle

counting for 190,000 SKUs valuing an average of $2.7M dollars at cost. Also responsible for scheduling repair units at

depot, and fill rates to field (technician bins) and customer orders.

Sr. Customer Service Correspondent 1984 – 1987

Managed incoming ‘unit down’ orders from Territory Advisors for field technicians, as well as processing customer orders,

as well as expediting and other correspondence around order management. Developed process to check other field

locations to obtain parts, to reduce down time and costs.

Reconciliation, Credits & Billing, Service 1983 – 1984

Processed credits (journal voucher) for returned material, excess, damaged and filed freight claims with small package

carriers and LTL carriers.

EDUCATION

Miami University – Hamilton, Ohio

31 credit hours GPA 3.6 Major: Accounting Minor: Business Management

University of Akron – Akron, Ohio Major: Computer Science enrolled fall 2010

*Certification on file for CEU classes

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