Supply Chain Manager

Daniel R. Barrett

**** ****** **. ****: 417-***-****

Billings, MO 65610 Email: ************@****.***

SENIOR SUPPLY CHAIN/OPERATIONS MANAGEMENT EXECUTIVE

Cross-Functional Experience & Cross-Industry Expertise

Highly qualified Senior Executive Manager offering over twenty years of Global Supply Chain/Manufacturing

Operations experience within repetitive, job shop, custom/engineered to order and automotive environments.

Consistent use of visionary foresight at the strategic level while hands-on at the tactical level provides a results

focused and effectual leader with proven abilities to organize and implement continuous improvement through

fundamental lean experience. Core strengths are in:

• Lean Manufacturing • Information System Development (SAP)

• Supply Chain Management • Cost Reduction Process Improvements

• Productivity Improvement • Organizational Management

• Strategic Planning • Team Leadership Development

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PROFESSIONAL EXPERIENCE

Tuthill Corporation-Vacuum and Blower Division – Springfield, MO 2007-2009

Global Manufacturer of Industrial Blowers and Vacuum Systems, $80M Sales and 250 Employees

SENIOR MATERIALS MANAGER

Selected Results

• Supplier Management – Developed and managed annual spend budget of $20M. Directed supplier orientation and

assessment program for top 20 suppliers to improve partnerships and expanded lean improvement methodology up

the supply chain. Implemented monthly corrective action process resulting in $200K scrap reduction within the first

year. Developed and implemented a “total cost of ownership” model for assessing offshore sourcing initiatives.

• Inventory Management – Developed and directed inventory reduction strategy. Utilized pull systems to improve

turns (40%) and developed process for identification and disposition of excess and obsolete inventory. Directed the

plant cycle count program.

• Lean Manufacturing – Managed supply chain implementation of the Tuthill Business System. I was directly

mentored for 2 years by a highly trained and experienced founding member of the Danaher Business System.

-Pull Systems: Improved inventory turns from 6 to 15+ for targeted A-items. Implemented pull systems for select

value streams reducing overall inventory from $5.5M to $4.5M.

-Facilitated and/or participated in demand planning, SMED, 5S, plant layout/flow, visual management and other

continuous improvement kaizen events.

-Developed and implemented “Load Leveler” capacity load tool with standard work for multiple value streams.

-Participated in rewriting Lean training material and considered as a key trainer for the facility.

• Demand Planning – Implemented monthly S&OP process that increased forecast accuracy to over 90% within 6

months. Responsible for organizing and facilitating the monthly demand planning meetings.

Rexnord Industries-Flattop Division – Grafton, Wisconsin 2005-2007

Global Manufacturer of Injection Molded Material Handling Solutions, $100M Sales and 200 Employees

DIRECTOR OF SUPPLY CHAIN/MATERIALS

Selected Results:

• Strategic Planning – Developed through strategy deployment the operating supply chain plan with the

global product rationalization team. Managed inventory levels for distribution channel products that

achieved a 98+% service level. Aligned products, customers and resources based on business core/non-core

analysis that established inventory strategies for core products and identified opportunities for product

rationalization.

• Supplier Management – Developed and managed annual spend budget of $40M. Managed global sourcing within

low cost regions of India, Taiwan and Korea. Member of the Corporate Supply Chain Council responsible for

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identifying and executing core commodity sourcing strategies. This included development of cost

reduction/avoidance initiatives, low-cost region sourcing and the development of long-term supply chain

agreements.

• Inventory Management – Improved inventory turns from 5 to over 8 by implementing pull system scheduling

with domestic suppliers and consignment stocking for offshore sources. Led implementation of a cycle counting

process that eliminated the annual physical inventory within one year.

• Lean Manufacturing – Managed supply chain implementation of the Rexnord Business System. The basis

of RBS was total process improvement to achieve: People, Plan, Process and then Performance.

-Material Pull Systems: ABC developed kanban systems. Focus on inventory management and then reduction

-Developed and implemented “Standard Work” for both Leaders and Operators

-Developed and implemented run-time strategy consistent with “voice of the customer”

-Developed and implemented set-up wheels that reduced manual scheduling by 50%

-Implemented visual management and 5S throughout warehousing, shipping and material handling

• Organization – Streamlined departmental structure to support lean value streams with “cradle to grave”

ownership for operational planning and scheduling. Implemented cross-training matrices and a “pay for knowledge”

program for supply chain personnel.

Lear Corporation – Sidney, Ohio 2004

Tier 1 Manufacturer of Automotive Interior Systems, $120M Sales and 200 Employees

MATERIALS MANAGER

Selected Results:

• Inventory Management – Improved performance of kanban pull system that increased annual inventory turns

from 50 to over 70. This system supported annual sales of $120M with an average total inventory investment of

$1.5M. Formalized the cycle count system and implemented corrective actions that improved inventory and kanban

reconciliation accuracy to over 98%.

• Business Growth – Coordinated supply chain activities that supported plant closures and transition of production

to the Sidney plant. Sales volume increased from $80M to $120M over 3 months.

• Organization – Reorganized scheduling to support “cradle to grave” structure based on customer platforms.

Eliminated internal functional silos and generated single point customer service/material control contact.

Gardner Denver, Inc. – Sedalia, Missouri 1998 - 2003

Global Manufacturer of Industrial Compressors and Blowers, $80M Sales and 300 Employees

PLANT MANAGER (2002-2003)

MATERIALS MANAGER (1998-2002)

Selected Results:

• Strategic Planning – Participated in the development of Corporate/Plant long range strategies and action plans.

Developed 5-year plant manufacturing plan with action plan objectives and capital investment plans to support the

overall corporate strategy and budget.

• Lean Manufacturing – Responsible for developing and implementing a lean manufacturing strategy consistent

with the strategic plan. Led several kaizen events that achieved improvements in inventory and production

throughput. Subsequent events included supplier involvement and the development of kanban deliveries. Developed

and directed the integration of two product assembly lines into a single mixed model line that improved productivity

by 35% and freed up 10,000 sq. ft. of floor space.

• Demand Planning – Developed, implemented and facilitated the monthly S&OP process.

• Supply Chain Development -Implemented a supplier improvement program, vendor managed inventory and

electronic communication of purchase schedules. Overall supplier delivery performance increased from 70% to over

90% with implementation of these programs within 6 months.

• Inventory Management – Managed inventory reduction programs that reduced total inventory from $17.1 million

to $8.5 million. Implemented consignment inventory and kanban pull systems along with a formal cycle counting

program that improved inventory accuracy to 95+%.

Strattec Security Corporation – Milwaukee, Wisconsin 1983-1998

OEM Manufacturer of Automotive Locks, $120M Sales and 2500 Employees (500-US, 2000-Mexico)

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MATERIALS MANAGER (1997-1998)

PRODUCTION AND INVENTORY CONTROL MANAGER (1995-1996)

DIVISIONAL PRODUCTION PLANNING SUPERVISOR (1991-1994)

MATERIAL CONTROL SUPERVISOR (1987-1990)

MATERIALS ANALYST (1983-1986)

EDUCATION

Masters of Business Administration (M.B.A.) – Finance

Central Missouri State University – Warrensburg, Missouri

Bachelors of Business Administration (B.B.A.) – Operations Management

University of Wisconsin Whitewater – Whitewater, Wisconsin

AFFILIATIONS

• APICS Certified (CPIM)

• AME (Association for Manufacturing Excellence)

• APICS (American Production and Inventory Control Society)

• Past President/Director/Treasurer – Milwaukee Chapter (APICS)

• Past Course Instructor – Milwaukee Area Technical College

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