Bruce P. Brzoska

*** ********* **, ********* ****, Georgia 30269

770-***-**** Home & 678-***-**** Cell

abnr9t@r.postjobfree.com

Senior Management: Manager, Director, VP

Operations Management, Customer Service, Supply Chain, Logistics

Dynamic and energetic leader with extensive experience in operations management, organization development, program management, sales

and solution delivery for various corporations. Subject matter expert proficient in international business, team building, staff management,

policy and procedure development, problem resolution and risk management using innovative market solutions. Customer focused-driven

leader able to successfully orchestrate complex relationships and work environments, fueling greater partner loyalty and fewer channel

conflicts using superior management skills.

Areas of Expertise

Business Reengineering - Budget and P&L Management - Cultural Change Agent - Leadership - Team & Consensus Building

Profit Growth - Project Management - Systems Implementation - Operations Turnaround - Quality & Process Improvement

Sales Minded - Relationship Management - Cost Avoidance - Employee Development - Multi Facility Manager - Strategic Planner

BUSINESS EXPERIENCE

Satair USA Inc. January 2007 to April 2009

Director of Customer Service & Supply Chain for the Americas

Satair, a European company, is the global leader in the distribution of OEM and aftermarket parts in the aerospace industry. This

position is responsible for directing the operations and running the business in conjunction with P&L requirements. Set and achieve

financial targets. Negotiate contracts and performance measures with all vendors, and provide internal-external conflict resolution.

Manage RFQ and bid process. Manage and develop relationships with international customers, OEM’s, suppliers, and supported sales

and marketing strategies through the use of CRM’s. Assisted sales in marketing and selling new product lines to existing accounts,

while cold calling selected customer segments. Responsible for annual budget generation, inventory planning, sales forecasting,

process development and implementation. Create relevant monthly reports to keep senior management informed of changing market

and customer conditions. Work with senior management to develop and achieve global marketing and sales objectives.

Achievements

•Directed the implementation, training of all associates, and redesigned all work flows in support of US operations SAP conversion.

•Developed, created, and trained associates on ISO procedures to attain ISO 9001:2000 (AS9120) and ATA100 certification.

•Implemented and wrote ITAR policies and procedures; saved over $750,000 in US Customs fines.

•Increased Brokers sales by 41%, adding $580,000 in additional revenue to the bottom line.

January 2007 to December 2007

Manager, North & South American Operations

This position is responsible for managing the daily activities of the operation, consisting of warehousing, distribution, inventory

control, customer service (call center) and purchasing. Lead and coach the team, consisting of over 35 hourly associates, two managers

and two supervisors. Develop and define KPI’s, department SOP’s and conduct periodic audits. Create cross functional department

teams and customer focused work environment. Responsible for capacity planning, process development and implementation, and the

identification of non-valued added activities in order to reduce processing times and increase efficiencies. Coordinate collections inside

sales and accounting. Work with senior management to develop and achieve global initiatives.

Achievements

•Implemented process improvements to reduce operational costs by $650,000.

•Reduced inventory errors by 81% and increased shipping accuracy 73%.

•Wrote and implemented safety manual and program.

•Increased call center quote to order ratio 42%

•Increased warehouse productivity 100%

•Increased associate morale 88%

Kenco Group Inc. May 2006 to November 2006

General Manager

Kenco is a national third party logistic firm. This position is responsible for directing the day-to-day activities of the General Electric

appliance warehouse. Managed over 100 hourly associates, managers and supervisors in a, 24/7, 800,000 sq. ft. warehouse operation.

Controlled and conducted higher-level tactical manpower planning and monitoring productivity levels on an activity-by-activity basis

to exceed daily and monthly productivity objectives. Set strategic goals and objectives and oversee implementation of process

improvements. Track daily and monthly P&L performance, control costs, and establish facility budgets.

Achievements

•Implemented process improvements to reduce damage cost by 67%, annual cost savings $800,000.

•Re-engineered Recoup department to reduce handles by 60%, to increase throughput.

•Documented and created facility SOP/Best Practice Manual.

•Improved attendance by 57% and reduced turnover 35%.

Atlantic Envelope Company April 2004 to March 2006

Operations Manager Atlanta & Charlotte facilities

AECO is a leading manufacture and distributor of commercial and retail envelopes. Responsible for leading and directing the day-to-

day activities of the Operations Team, consisting of 40 team members. Manage the overall flow of materials in and out of the facility.

Direct and lead Purchasing, Estimating, Graphics, Customer Service, Production Scheduling, Make Ready, Inventory and Warehouse

activities. Recommend and implemented measures to improve methods, performance and quality of products, to increase efficiencies

in support of Six Sigma. Review and analyze reports, records, and confer with managers/supervisors to obtain data required for

planning activities for new account start-ups, product introductions and supporting commitments of Sales. Approve all estimates and

new product pricing, as well as preparing monthly and annual budgets.

Achievements

•Led facility consolidation, which was budgeted to lose 30% of our business ($6M). No business was lost.

•Reduced operations expense per order from $181 to $111, resulting in an annual cost savings of over $2M.

•Eliminated $78,000 of obsolete and expired contract inventory, by instituting share program with sales rep.

•Developed processes to increased cash flow by improving inventory turns from 63 days to 42 days.

Fresh Express November 1999 through March 2004

Director Order Management East, Morrow, GA. February 2002 to March 2004

Fresh Express is a manufacturer and distributor of packaged produce and food service items. Responsible for directing Eastern demand

and order management, capacity planning, system implementation, staffing and forecasting for five manufacturing facilities to achieve

the highest levels of service at the optimal cost. Manage the day-to-day operations of the East Customer Service Department,

consisting of twelve associates and supervisor. Providing 24/7 national management direction and support in resolving supply chain

opportunities. Prepare regional budgets; with P&L responsibilities. Establish, standardize and implement national and regional SOP’s

and corporate initiatives, while training and re-organizing operational departments of newly acquired acquisitions. Manage and direct

the introduction of new products to avoid supply chain failures. Direct new account start-ups and conduct on sight training to prevent

service breakdowns and increase operational efficiencies.

Achievements

•Implement order entry Even Tier program, with customers, to increase warehouse efficiencies and reduce loading errors.

•Developed base and ad forecasting process to reduce D&D by 63%, annual cost savings over $1M.

•Implemented 10:30AM order entry initiative, which reduced Production changeovers by 47%.

•Developed Regional Call center Customer Service teams and a team working environment.

Operations Manager, Franklin Park, IL. November 2001 to February 2002

Responsible for all Purchasing, Scheduling, Inventory Control, Warehousing, and Customer Service departments in support of

manufacturing. Manage 30 associates and supervisors. Prepared departmental budgets in support of plant cost saving initiatives and

identified, as well as, implement process improvement team to increase operational efficiencies across the supply chain. Participated

in discussions and negotiated union and carrier contracts. Managed in the implementation and training of various system upgrades.

Achievements

•Increased trailer utilization by 67% by re-defining existing routes through CAPS software, annual savings $250,000.

•Re-slotted warehouse for better utilization, increasing on-time departure and arrivals by 33%.

Sales & Customer Service Manager, Franklin Park, IL. March 2000 to November 2001

Responsible for developing and maintaining a positive, proactive relationship with customers. Develop and enhance partnerships with

Sales and Operations to champion supply chain and corporate initiatives with key regional accounts. Act as liaison between Sales and

Operations with respect to business policies and practices involving all issues which could affect service levels. Accountable for

establishing and implementing new service processes that meet both customer needs, predict customer order trends, forecasts, and

customer profile management. Manage customer service department consisting of 6 associates. Additional responsibilities included

order management, forecasting, invoicing and credit administration, route and load planning, maximizing trailer utilization, and

coordinating production schedule to meet service needs.

Achievements

•Developed regional Daily Communication to Sales, which highlighted previous day’s activity, which was rolled out for national use.

•Created Ad Forecast database, whose format was utilized for the establishment of a new nation wide upgrade in forecasting.

•Created base forecasting tool that was the foundation for the development of a nation wide Suggested Order forecasting module.

•Implemented a program that increased the lead-time on ad notification from 3-days to 10-days, allowing for greater operation

planning.

Scheduling & Forecasting Manager, Franklin Park, IL. November 1999 to March 2000

Responsible for scheduling all areas of production and plant forecasting. Worked with production managers, process owners, and

operations to complete customer orders on time and establishing inventory levels to maintain a high service level, while consistently

working toward lowering material variances, lines changes, and scrap. Provided commitments to customer service and scheduled

various new product pilot runs. Provide necessary information and support regarding production planning, purchasing, and inventory.

Achievements

•Implemented new scheduling techniques to reduced monthly D&D by 94%, annual cost savings over $500,000.

•Reduced line change by 41%, by implementing “ABC” classification of SKU’s and establishing new safety stock levels.

Fuji Photo Film, Graphic Systems Division, Itasca, IL December 1992 to November 1999

Master Planning & Logistics Administrator

Importer and manufacturer of graphic art films and chemicals for the graphic art industry. Through the use of a DRP system, this

position was responsible for managing and purchase all domestic and international SKU’s monthly, with varying lead times, in support

of sales and marketing. Establish multinational business relationships and manufacturing capacity plans and schedules. Managing and

maintaining inventory levels, which are consistent with corporate targets. Manage multiple channels of distribution and provides

training to channel members. Manage twelve distinct product lines at three locations, with over 20,000 SKU’s valued at $120 million.

Manage new product introductions and conversions. Provide direction on new account start-ups and changes in consumable demand.

Authorize pricing to eliminate slow moving, dated and obsolete inventory.

Achievements

•Reduced annual D&D by 38%, with an annual savings over $300,000.

•Increased inventory turns from 1 per year to 4 per year.

•Reduced backorder rated by over 60%.

EDUCATION

Breakthrough Management Group - 2005

Six Sigma Yellow Belt

Unites States Postal Service - 2004

Certified Postal Partner

Webster University, Deerfield Campus – 1999

Master Business Administration.

DePaul University College of Commerce – 1995

Certified in Production and Inventory Control.

Northeastern Illinois University – 1992

Bachelor of Science Degree in Finance.

SYSTEMS APPLICATIONS SKILLS

MRP, DRP, ERP, BAAN, IMI, AS400 & SAP

Lotus Notes, Outlook, Excel, Word, & PowerPoint

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