CHARLES JEFFERYS

**** ***** **. ** #**** ■ Mt. Gilead, Ohio 43338 ■ 419-***-**** ■ abnv4l@r.postjobfree.com

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SENIOR LEVEL PURCHASING & MATERIALS MANAGEMENT PROFESSIONAL

Consistently increases profitability through cost reduction, problem resolution, and enhanced operations.

Effectively re-engineers working environments by overcoming obstacles and strategic alignment of materials and

resources to produce optimum productivity levels. Manages supply chain performance via cost monitoring, scheduling

and adherence to performance metrics. Areas of expertise include:

I I I

Logistics Supply Chain Management L ean Six Sigma Greenbelt L ean Manufacturing A PICS Certified

I I I

(CPIM) Cycle Counting Programs B uyer/Planner O perations Management

PROFESSIONAL ACCOMPLISHMENTS

Lowered inventory levels between 7-10% by setting up floor stock agreements with various steel suppliers which allowed

immediate delivery of steel and aluminum sheets and plates.

Initiated and developed the first Asian supplier program at Hi - Stat Manufacturing. Maintained quality and availability while

reducing cost by 10-15%.

Lean Manufacturing Best Practices Team Leader recognized for significant contributions in one year.

__________________________________ P ROF ESSI O NA L E XP ERI E NCE _____________________________

Purchasing/Inventory Manager

Voisard Manufacturing Inc., Shiloh, Ohio 2008 2009

A manufacturer provider of metal fabrication services and products to various industries.

Responsible for the procuring of raw materials such as structural steel sheets and plates, ferrous and non ferrous

metals, hardware, paint, outside services, components and MRO components.

Oversee the cycle counting program and reconciliation of discrepancies on counts.

Prepare and monitor supplier quarterly scorecards.

Responsible for all negotiations of supplier contracts.

Monitor inventory levels to insure customer requirements are being fulfilled on time yet keeping our levels as low as

possible.

Develop new suppliers to insure they meet our requirements for quality, delivery and price.

Identify obsolete/slow moving inventory and set up reserve account to scrap material.

Senior Buyer/Logistics Supply Chain Manager

White Electronic Designs (WED) Columbus, Ohio 2004 2008

A manufacturer of membrane switches and overlays in the appliance, medical and other industries.

Responsible for acquiring raw materials, electronic components, stampings, plastics for production and managing

domestic and international suppliers performance by monitoring cost, schedule and performance metrics.

Set up floor stock agreements with various suppliers, which allowed immediate delivery of high usage/long, lead-

time raw materials resulting in WED reduction of inventory investment by 5 to 10%.

Oversee the operation of the shipping, receiving and stockroom and supervised four employees.

Prepare and monitor supplier quarterly scorecards.

Responsible for all negotiations of supplier contracts.

Identify obsolete/slow moving inventory and set up reserve account to scrap material.

Decreased inventory cost by $25,000 - $30,000 by setting up consigned inventory that allowed inventory dollars to

be posted in and out during the same month it was consumed.

ADVANCED PURCHASING/SUPPLIER DEVELOPMENT

Hi-Stat Manufacturing, Lexington, Ohio 2002 2004

A manufacturer of switches, sensors and solenoid valves for the automotive industry as a tier 1 and tier 2 supplier to the OEM customers.

Purchased new product development componentry including screw machines, stampings, die cast and plastic

components, springs, o-rings and electrical components.

Utilized EDI and Kanban to maximize replenishment efficiency on weekly Just-In-Time shipments.

Wrote the procedures to standardize bids, resulting in improved negotiating leverage.

Developed and established a new process to consistently compare costs (tooling, packaging and materials) among

suppliers.

Selected and negotiated with a new supplier for containers and shipping materials, saving $74,000 per year.

Partnered with suppliers to reduce component cost. Saved $40,000 per year by substituting a more cost effective

material.

Beat the standard time to develop suppliers for a new product design with a production window of 3 months.

Qualified suppliers providing ready for production componentry on 6 components.

Expanded and administered the Minority Supplier Program.

Obtained 3% per year “cost-downs” on components.

1998 2002

LOGISTICS SUPPLY CHAIN MANAGER

1986 2002

Parker Hannifin, Nichols Airborne Division, Elyria, OH

A manufacturer of fuel pumps and brakes, wheels for business jets, helicopters and tanks.

Responsible for all functions and purchasing of supplies for a production department, receiving, shipping and the

stockroom.

Supervised nineteen employees.

Installed two Hanel automated storage and retrieval systems which enhanced floor space by 35%, reduced picking

time by 25% per order and increased picking accuracy to 94%.

Reduced packaging time by 30% and eliminated 90% of product damage during shipment by purchasing foam

machine.

Negotiated to obtain equipment for free.

Selected and installed Neopost shipping system software. Trained receiving and shipping hourly employees on how

to use the system.

Decreased labor costs by $30,000 by implementing a consigned inventory system of 300 plus fastener parts,

managed by the supplier.

Eliminated purchasing, receiving, inspection and stockroom involvement.

Redesigned layout of the receiving, stockroom and shipping departments to increase efficiency and the flow of the

parts.

Implemented cycle counting programs. Increased inventory accuracy to 97%.

LOGISTICS MATERIALS ADMINISTRATOR [1996 – 1998]

Purchased stators, rotors, o-rings, fasteners, machined parts, stamping, castings and determined the appropriate

quantity and delivery date based on the information on the Material Requirement Planning report.

LEAN MANUFACTURING BEST PRACTICES TEAM LEADER [1995 – 1996]

Led three teams to solve problems, utilizing lean manufacturing methods.

Reduced the stockroom square footage and reduced picking time.

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Changed paint room layout to reduce total drying time and contamination.

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Streamlined the administrative paper flow when ordering certain classes of parts.

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______________________________________________ EDUCATION _______________________________________________

MBA, Business Administration, Ashland University, Ashland, Ohio

B.A., Business Management, Baldwin Wallace College, Berea, Ohio

______________________________________________ CERTIFICATION _______________________________________________

Six Sigma Greenbelt ■ APICS Certified (CPIM) ■ Best Practice

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