Manager Sales

Alan L. Oliver

314-***-**** . abmple@r.postjobfree.com . 12730 Glenette Dr. . Maryland

Heights, MO 63043

Operations Manager with drive to develop and lead teams. Broad experience

in production and inventory management, systems integration, and workforce

development. Strong process improvement facilitator, with experience

working on cross functional implementation and deployment teams. Clear

communicator, action oriented problem solver always driving for positive

change.

. 55% reduction in stock outs, 22% improvement in inventory turns, 7%

improvement in on-time shipping,

6% accounting labor reduction, and automated purchase order creation and

by implementing ERP

system capabilities.

. 100% elimination of pricing complaints and improved predictability of

parts gross profit by standardizing,

unifying parts pricing structure through 475 employees in all four

divisions of the company.

. $40,000 annual recurring savings generated by creating a Parts Pricing

Tool for parts analysts. The

tool and its deployment were identified as a "Best Practice" at Wiese.

.Lean Six-Sigma Green Belt .APICS Certified Production and Inventory

Manager (CPIM)

PROFESSIONAL EXPERIENCE

Wiese Material Handling, St. Louis, MO

2008-2010

Dealer and Service Company to the material handling industry. 900

employees $250MM in annual sales.

Materials Manager

Responsible for analyzing parts requirements for 475 field service

technicians, serviced out of 34 branches in 7 states. Maintained system

settings to maximize availability of parts in a timely and economically

sound manner.

. $500,000 annual savings from fiscal 2008 to 2009 generated by

departmental initiatives including;

negotiating better pricing, product selection for improved margin,

reduction of expedited shipping charges,

and elimination of vendor surcharges for emergency ordering.

. Developed supplier evaluation system to rate suppliers on weighted

selected criteria and communicated

results throughout the company and suppliers.

. Generated $300,000 annual savings by team participation to negotiate

lower shipping rates for

UPS by deployment of automated shipping documentation and rates.

. Identified $400,000 in annual cash flow opportunities related to work

order process improvements.

Utilized Six-Sigma principles to identify the root causes of

variation and quantify the opportunities.

. 100% elimination of parts pricing complaints and significant reduction

of Parts Analysts workload by leading

process improvement project and deployment to establish a consistent

pricing structure throughout

company. First inter-divisional effort to create a company standard

recognized by all divisions.

. Saved $40,000 annually by creating a tool for Parts Analysts. The tool

was built in cooperation with IT

department, maintained centrally and deployed through company

intranet. The tool and its deployment were

identified as a "Best Practice" at Wiese.

Berco Industries, St. Louis, MO

1998-2008

Manufacturer of tables for the contract furniture market. 70 employees $9

MM annual sales.

Operations Development Coordinator (2004-2008)

Responsible for evaluation of internal processes and procedures to identify

process improvement and re-engineering opportunities. Project leader for

IMOS engineering configuration and Co-Manager of inSight software

implementation.

. Implemented full ERP system capabilities by updating procedures and

information to produce accurate

information for purchasing, accounting, production, and shipping

resulting in 55% reduction in stock outs,

22% improvement in inventory turns, 7% improvement in on-time shipping,

6% accounting labor reduction.

Rebuilt the entire purchased parts file to include lead times, vendors,

days supply, sort codes, GL codes,

safety stock, and formatted descriptions.

. 40% reduction of customer order clarification turn around time by

developing revised methods for clarifying

customer orders using streamlined techniques for polling customers about

their orders.

. 2 day decrease in month end closing, improved inventory accuracy and

streamlined purchasing procedures

by revising methods for inventory control including back flushing and

cycle counting.

. 60% reduction in stock-outs on long lead time items achieved through

creation of Master Schedule to

anticipate demand. Results exceeded management expectations.

. Streamlined procedures through process mapping of entire operation.

Procedures documented and used for

cross training and troubleshooting.

Alan L. Oliver

314-***-**** . abmple@r.postjobfree.com . 12730 Glenette Dr. . Maryland

Heights, MO 63043

PROFESSIONAL EXPERIENCE - CONTINUED

Manager Information Systems (1998-2004)

Manage mainframe, PC network and telecommunications requirements for

custom table manufacturer with 70

employees and $9 million in annual sales. Managed development and

printing of company price lists.

. 99.8% availability of mission critical systems. Mainframe, PC's and

telecommunications system.

. 30 Station Ethernet network built from 12 non-networked PC's.

. Selected and managed implementation of VOIP telecommunications system.

. 4 consecutive years of operations under budget.

Mitek Industries, Inc. Machinery Division, St. Louis, MO

1995-1998

Manufacturer of machinery to support the truss industry for home

construction. 120 employees. $24MM annual sales.

Production Control Supervisor

Led team that implemented SYMIX MRP II system to facilitate materials

requirements planning, materials acquisition, inventory control, shipping

and receiving, and material handling for truss machinery manufacturer.

Initiated systems and procedures to maintain accurate 8,500 item inventory;

managed materials flow. Organized and executed physical inventories.

Supervised 3.

. 98% on time delivery and divisional growth from $12 million to $24

million in three years with minimal

manpower additions through implementation of improved process and

controls.

. 5% inventory variance achieved through implementation and utilization of

MRP II. Creating and updating

Bills of Materials, education of workforce and cycle counting as method

of choice to drive and sustain

inventory integrity.

. 12% increase in throughput: participated on process improvement team to

reduce WIP, develop improved

purchasing information and improved methods for storage and raw material

retrieval.

. 75% reduction in stock outages and >95% bill of materials accuracy

achieved by assembly of 8 member

"Materials Acquisition Tiger Team" to overcome issues in materials

procurement.

. 18% inventory reduction and increased inventory turn from 2.42 to 3.95

in one fiscal year by utilizing

forecasts and establishing long-term supplier commitments.

. Revised Materials Management procedures to improve inventory control,

shipping receiving/stores,

purchasing, and order entry, achieving dramatic gains in accuracy,

accountability, efficiency and productivity.

. Worked closely with cost accounting department comparing labor and

materials variances to standards to

verify results and insure profitability.

. Taught production personnel to use MRP II.

The Regency Furniture Group, St. Louis, MO

1994-1995

Manager of Materials Planning

Manufacturer of ready to assemble furniture. 30 employees - $10MM

annual sales.

United Engineering Co., Imperial, MO

1988-1994

Production Control Manager

Manufacturer of machined aircraft parts for the commercial aircraft

industry. 125 employees - $36MM annual sales.

EDUCATION and TRAINING

B. A., Business Administration, Principia College, Elsah, IL

12 Post-Graduate hours in Mathematics through Calculus I, GPA: 4.0

Washington University, St. Louis, MO

. Lean Six-Sigma Green Belt . APICS CPIM certified

. AAIM Leadership Skills Training . Dale Carnegie

Leadership Training for Mangers

. Boeing Aircraft Company Advanced Quality Systems Statistical

Process Control

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