Manager Supply Chain

MARK R. WAYNE C.P.M, CPIM, CQT

262-***-**** **** Buckingham Lane

Cell 262-***-**** West Bend WI 53095 abnl1x@r.postjobfree.com

SUMMARY

Customer-focused and highly analytical Supply Chain professional with more than 20 years experience in manufacturing,

service experiences and data management. Expertise includes international and domestic purchase of direct and indirect

supplies, capital equipment, and construction services. Applies a keen insight for data mining and analysis to uncover

hidden cost savings opportunities. Exceptional ability to determine the total cost opportunity (TCO) in supplier

negotiations; reputation for “leaving no stone unturned.” Applies creative problem solving techniques to drive lean

initiatives while collaborating across the organization. Proficient in SAP and Oracle.

PROFESSIONAL EXPERIENCE

Harley Davidson (Powertrain), Menomonee Falls, WI 2006-2009

Leading manufacturer of heavy weight motor cycles in US

Supply Chain Lead

Provided influential leadership and direction for indirect procurement across the enterprise; $30 million in spend, 20

direct and indirect reports. Implemented contracts essential to achieving goals related to cost, quality, delivery, and

technology. Business activities included the collaborative execution of integrated and non-integrated MRO suppliers,

Corporate Services, and Capital Equipment Acquisition Methodology procurement programs.

Drove cost savings of more than $750,000 by implementing monthly report-out by integrated supplier. Leveraged as

a best practice within the enterprise.

Negotiated a 42% discount on software maintenance for vending machines.

Saved in excess of $500,000 through the execution of an asset management program.

Appointed to serve as member of the MRO Best Practice Circle.

Panduit Corp, Tinley Park, IL 1997-2006

World-class developer and manufacturer of leading-edge solutions related to data management and electrical components.

Panduit is a global manufacturer with leading edge e-commerce capabilities.

Global Purchasing Systems Manager (2005-2006)

Developed and implemented Panduit’s eProcurement Strategy which included:

Development of key performance measures.

Performed divisional and corporate spend analysis.

Increased the use of non traditional purchases from 15% to 65% through electronic catalogs.

Involved in the implementation of Oracle purchasing in Costa Rica.

Investigated and set up iSupplier Portal.

Responsible for process mapping of the procurement process and driving change through use of technology.

Senior Purchasing Agent (2001-2005)

Assigned to the Oracle P2P implementation team as Catalog Manager. Responsibilities included the

implementation and maintenance of internal electronic catalogs used by multiple manufacturing sites to procure

MRO supplies.

Developed a Commodity Strategy for multiple OE and MRO categories.

Coordinated the purchase of MRO supplies in a multi plant operation.

Developed and maintained national contracts driving cost savings of $304,000 or 20% yearly reductions,

through the renegotiation of a three-year contract for printed circuit boards.

Negotiated a 20% reduction in general mill expenditures, responsible to the development and execution of a

multi-plant MRO strategy.

Mark Wayne, Page 2

Executed ten contracts in a three-month period to meet legal’s critical business requirements.

Executed a multi-divisional contract for print instruction sheets, 20% reduction due to optimization of supply

chain.

Negotiated a 10-15% reduction and extended warranty on the purchase of sit down reach trucks for multiple

divisions

Materials Manager 1999-2001

Supervised and trained a team of up to 15 buyers and storeroom attendants/planners in the procurement and

disbursement of operational supplies in a multiple plant operation. Responsibilities include the implementation

of process improvements, inventory control, maintaining the MRP database, and monitoring of inventory and

service levels.

Decreased MRO inventory by 30% and distribution cost by 25%, through a black belt project by process-

mapping the procurement and fulfillment process. The team recommendation was to implement Oracle

Purchasing with Self Service Purchasing encompassed electronic catalog.

Lead individual in the justification, piloting, and implementation of P-Cards.

Identified a 20-30% cost savings through the development of MRO standards and consolidation of the supply

base.

Purchasing Agent (1997-1999)

Lead individual in the purchase of Capital Equipment with responsibilities to development a strategy to

purchase capital equipment, develop equipment standards, negotiate global contracts, and consolidate

suppliers while working in a team environment.

Kohler Co., Kohler, WI 1987-1997

Leader in manufacture of plumbing products.

Senior Capital Buyer (1990-1997)

Led negotiations of the purchase of capitol equipment and services. Collaborated with internal stakeholder and

legal department in the development of contracts.

Sourced and negotiated contracts with OEM suppliers for production operations in the Far East.

Coordinating the purchases of Capital Equipment for the Kohler-Beijing JV.

5%-8% cost avoidance; negotiated the purchase of $10 million of capital equipment to increase the

production capacity of the Kohler Co. Power Systems Group.

$213,750 cost avoidance; negotiated the purchase of 6 machines for Komex, Mexico.

Issued construction contracts in the amount of $12 million plus to increase vitreous capability by 50%.

Profit of $250,000 through disposition of the aluminum die cast equipment.

Buyer II (1987-1989)

Responsible for establishing new and maintaining existing suppliers of abrasive products, fabrications,

fixtures, inspection equipment, metal, rubber products, power tools and perishable tool ing through a simplified

purchasing systems for multiple sites.

Developed a delivery performance report and consolidated suppliers of special form tools. Delivery

decreased from 60 to 30 days. Consolidated the number of supplier from 8 to 2.

EDUCATION

Master of Science in Organizational Behavior Silver Lake College

B.S. Degree, Business Administration, GPA 3.6 University of Wisconsin-Stout, Menomonie, WI

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