Robert Scarlett

**** ****** ****

Collierville, TN 38017

ac2dyq@r.postjobfree.com

901-***-****

Summary

Supply Chain, Procurement, Logistics, Demand Planning, Customer Service, IT Project Management, Operations and Master Black Belt professional with proven success establishing strategic partnerships, developing staff capabilities, implementing TCO and EVA processes, utilizing LeanSigma that achieved customer satisfaction, increased through put, reduced processing time, increased accuracy and reduced overall cost structure for the entire enterprise.

Professional Experience

IDEAL CHEMICAL, Memphis, TN 2013 – Present

Director Supply Chain

Responsible for procurement, inter branch transfers, carrier management, demand planning, co-chair Health & Safety Committee and various continuous improvement initiatives.

Accomplished

Reporting to President / Owner.

Implemented Transportation Management System (TMS) along with negotiating with carriers resulting in ten percent reduction in transportation costs.

Reduced cost of ownership through demand planning changes and supplier negotiations by 5.7 percent.

Leveraged relationships with other Omni-Chem members to reduce the overall cost of product acquisition.

UNITED PHOSPHORUS LIMITED (UPL) / RICECO COMPANY, Memphis, TN 2011 – 2013

Global Supply Chain Director

Responsible for global procurement, demand planning, logistic management, customs compliance and contract manufacturers to support $110MM sales

Accomplished

Reported to Global Director of UPL and CEO of RiceCo.

Team member for brick and mortar project for DF production in India.

Team member that evaluated USA based tollers for acquisition.

Managed and negotiated with contract manufacturers located in India, Germany, USA, England, Brazil, Guatemala and Columbia.

THE SERVICE MASTER COMPANY, Memphis, TN 2010 – 2011

Supply Chain Manager and Master Black Belt

Responsible for developing and implementing category strategies via project management techniques.

Accomplished

The implementation of a TMS software application utilized by three business units.

Carrier management that resulted in 16% cost reduction.

Reviewed the processes of one business unit. Created and VP level accepted process changes that included implementation of bar code scanning, S&OP process, E&O process, metrics, self - audits, warehouse layout, PCI compliance, replenishment review and consolidation of two Memphis based locations.

BUCKMAN LABORATORIES, Memphis, TN 2007 – 2010

Director Logistics

Responsible for carrier management, warehouses, 3rd party warehouses, continuous improvement initiatives, receiving, IT project manager and shipping operations.

Accomplished

Negotiated and implemented the consolidation of the carrier base from 57 to 4.

Consolidation benefits included reducing the line haul charges by 24.1% in 2008, 8% in 2009 and 22% for 2010, the four core carriers residing on site, focused distribution center, TMS implementation connected to BAAN, one way TL FSC and capped LTL FSC.

Managed the implementation of the BAAN WMS system and created the infrastructure for RFID.

Converted outside freight audit from a manual system to another provider. Converted carriers to EDI with favorable payment terms from N15 to N60 days. Changed process of error investigation from Buckman to the carriers.

Utilized LeanSigma to implement process changes that reduced overtime from 1880 in 2007 to 61 hours in 2009 with 12.5% less labor while shipment poundage increased by 22%.

Implemented Kaizen event process across the enterprise.

CONSULTANT – SUPPLY CHAIN RESTRUCTURING, Ocala, FL 2004 – 2007

Consultant

Responsible for analyzing the supply chain and providing supply chain improvement to the President of a fortune 250 corporation and to the CEO of a $100MM high tech company.

Accomplished

Successfully implementing all approved improvement initiatives.

Initiatives included:

oLeading Kaizen events that resulted in warehouse layout, new product introductions, engineering review process, call center hit rate, Oracle and JD Edwards system leverage, customer service satisfaction index and many more process changes.

oNegotiated with suppliers that resulted in extended payment terms, 33% inventory reduction on 44% of the SKU’s from implementing VMI/Kanban, reduced the number of suppliers from 44 to 6 on 30% of the annual spend while reducing SKU costs by 19.5% and 25% freight reduction on $100MM spend.

oImplemented TCO, EVA and financial modeling for the supply chain.

oManaged the implemented of the JD Edwards WMS and demand planning system.

oOutsourced freight audit and payment processes.

oCo-lead and participated in Sarbanes audit compliance with outside financial firm.

FEDERAL SIGNAL – EMERGENCY ONE, Ocala, FL 2003 – 2004

Director Materials & 8D Problem Solving Process

Responsible for the seven materials groups located in Canada, Florida and Europe. The materials group was comprised of purchasing, demand planning, warehousing, shipping, receiving, carrier management, IT project management, customer service and continuous improvement initiatives.

Accomplished

Negotiated with suppliers that resulted in mitigating raw material increases, increasing payment terms, SLA based contracts and reduced overall production material costs by 5.3%.

Lead the S&OP process that resulted in E&O reduction of 42%. Created and implemented demand planning changes to BAAN to leverage system capabilities.

Lead 8D problem solving events that resulted in changing replenishment methods from suppliers and on the production floor, fill rates increased by 42%, reduced headcount by 48%, increased cycle count accuracies by 51%, reduced inventory shrink year over year from $4.4MM to $78K, implemented 3rd party TMS system, outsourced replacement part customer service, implemented BAAN WMS, outsourced customer collections, increased BAAN utilization, changed the demand planning process and implemented bar coding and RFID.

SOLECTRON INCORPORATED, Memphis, TN 2000 – 2003

Director Global Supply Chain, EIO and GM

Responsible for global materials group, which consisted of purchasing, call centers, IT implementations, demand planning and logistics. Responsible for the global EIO group, that was comprised of the LeanSigma, QA and QC groups. Responsible for five product repair locations, that had annual revenue of $250MM.

Accomplished

Rolled out LeanSigma, GE version, globally. Facilitated the collection, assessment and LeanSigma events and projects of selected opportunities. Taught LeanSigma to selected associates for green and black belt certification.

LeanSigma events and projects resulted in increased repair output for laptops 20%, printers by 66% and cell phones by 33%. Re-certified as Master Black Belt.

Reduced material costs for the IBM program by $10MM from supplier negotiations, changing replenishment methods, SKU refurbishment and customer contract negotiations.

Increased overall customer satisfaction index by 10% resulting from several Kaizen events and customer management. Included was creating a robust project portfolio management process.

After acquiring 25 locations, lead the cultural and multi-system conversion to Oracle and SAP in 90 days.

JOHNSON CONTROLS, Milwaukee, WI 1997 – 2000

Director Materials, Operational Excellence & Lean Enterprise

Responsible for the materials organization, that included the functional groups of purchasing, logistics, materials management, distribution operations, customer service (call center), IT project management, planning (tactical/strategic), demand planning and CI. Responsible for the operations at 14 manufacturing sites located in Mexico and USA.

Accomplished

Member of four person corporate team to manage $15B annual spend. Average 8% annual savings on $10B controlled spend through negotiations, customer management and various LeanSigma initiatives.

LeanSigma initiatives resulted in product quality improvement by 12% and 31% productivity increase. The added capacity and footprint restructuring allowed for increasing sales by 50%.

Re-certified as Master Black Belt. PMP internally certified.

LeanSigma and negotiations resulted in the 33% reduction in overall costs by sizing the 5,000 vehicle fleet, fuel acquisition, maintenance leverage with carrier base and vehicle life cycle modeling.

Co-lead multi-system research, selection and implementation team that moved from SAP and Oracle to QAD Manufacturing Pro.

KEY PACKAGING COMPANY, Sarasota, FL 1992 – 1997

VP Operations

Responsible for the development and management of the finance, manufacturing and materials management organizations.

Accomplished 6 Sigma training and certification at the Motorola University. Managed the process changes that resulted in 48% inventory reduction, 26% quality improvements, 400% increase in profits and 95% reduction in bad debt write off.

TIMEX CORPORATION, Middlebury, CT 1983 – 1992

Director Materials & Operations

Responsible for the development and management of the teams for the tactical and strategic materials and operations management support of eleven manufacturing global locations.

Accomplished changes to the supply chain through replenishment methods, negotiations and establishing strategic alliances, resulted in duty costs by 38%, material costs by 15%, increased through put by 18% and decreasing inventory value by 52%. Received certification as TQM expert.

WESTINGHOUSE CORPORATION, Danbury, CT 1981 – 1983

Purchasing Specialist & MRB Chairman

BURNDY CORPORATION, Norwalk, CT 1980 – 1981

Buyer

Education

BS, Business Administration 1976 - 1979

University of Connecticut, Storrs, CT

Professional Development

Six Sigma / Lean Manufacturing / TQM / PMP / Kaizen / Ford Q1 / Quality Control Leadership

Sarbanes Audit Compliance / Benchmarking / ISO 14000 & 9000 / Ethics / Cultural Diversity

Foreign Governmental Relations / Bell Executive Leadership / 5S / Kanban / EVA / ISM / APICS

TCO / Negotiations / Strategic Alliances / Meeting Leadership / Interviewing / Budget Setting

Robert Scarlett – Indirect & Direct Procurement

3375 Amroth Cove, Collierville, TN 38017 Phone: 901-***-****

Experience

Global procurement professional with over 25 years of successful experience, in securing direct and indirect material that meets or exceeds specifications while achieving cost targets. I am a hands on and strategic manager who has utilized LeanSigma, program management and strategic alliance techniques to successfully achieve corporate and customer goals.

Training

Harvard School of Negotiations

Strategic Alliance

Six Sigma – Master Black Belt

Lean - Kaizen, 5S, Project Management, Data Collection, Data Charting, Data Review, Benchmarking

EVA – Economic Value Analysis, Financial Modeling

PMP – Project Management Professional

Collective Bargaining (LCC) – experience with UAW and IBEW

Sarbanes Audit Compliance

ISO 9000, 14000, 13485, TS16949, QS9000

Systems and Software Experience

ERP/MRP/WMS/Financial – SAP, Oracle, BAAN, JD Edwards

Project Management - @Task, MS Project, MS Excel, Visio, Access, Minitab, ProVision

Annual Spend By Company

Company

Direct

Indirect

Industry

Timex

$1B

$250MM

Military, Consumer Electronics & Medical

Johnson Controls

$8.5B

$1.6B

Automotive, Building & Equipment Maintenance

Solectron

$500MM

$100MM

Consumer & Medical Electronics

Federal Signal

$295MM

$65MM

Automotive

United Phosphrous

$95MM

$4MM

Agriculture

Accomplishments

Created and implemented supplier, buyer and departmental dashboards allowing data analysis to drive business solving problems and opportunities.

Managed and sourced materials from companies located in The Americas, Europe, Africa, Australia and Asia.

Created and implemented appropriate corrective action process that utilized the DMAIC, 7 Step and 8D process.

Conducted global e-auctions for the commodities of plastic molding, hardware, maintenance supplies, vessel freight, metal stampings, resin, machine spares and advertising material.

Lead five brick and mortar projects.

Established and lead the S&OP process providing multi-functional area collaborative results based environment.

Enhanced existing policies and procedures by including continuous improvement criteria.

Developed and implemented global sourcing strategies that resulted in;

oReducing overall acquisition costs,

oSecuring material,

oIncreasing overall quality

oExecuting MOU’s, service and supply agreements,

oEstablishing strategic alliances,

oDefining and addressing internal and external customer requirements,

oEstablished customer feedback index.

Utilized LeanSigma and PMP techniques in cross functional team activities.

Established market intelligence and benchmarking network as a major element for the strategic planning process. Network gathered and monitored activities for projecting future impacts and trends.

Lead cross functional team that benchmarked the industry and negotiated resulted in the 33% reduction in overall costs by sizing the 5,000 vehicle fleet (trucks, vans and cars), fuel acquisition, maintenance leverage with carrier base and vehicle life cycle modeling.

Developed and implemented vendor outsourcing strategies resulting in reduced TCO for areas such as, complete battery manufacturing, stampings, vehicle interiors, tool crib, travel services, call center collections, chemical tolling, chemical distribution and printed materials.

Established replenishment methods that reduced on-hand inventory and increased on-time availability. Replenishment methods include VMI, Kanban/VMI, Kanban and ERP min/max.

Converted suppliers from paper to electronic invoicing. Negotiated favorable payment terms from the typical N30 to 5N30 to N120.

Reviewed and enhanced the demand planning processes that resulted in meeting inventory requirements at suppliers, company locations and fulfilling customer expectations.

Leaned the MRO requisition process.

Negotiated equipment spares at the time of new equipment purchase.

Worked with suppliers to reduce their processing costs. Utilized my LeanSigma background to achieve. With one supplier the efficiencies realized resulted in the supplier providing a credit of $100K a month for 12 months.

Savings by company and commodity has varied from 3% to 50% of TCO.

Robert Scarlett – DC / Warehousing Experience

3375 Amroth Cove, Collierville, TN 38017 Phone: 901-***-****

Experience

I am a Global DC and warehousing professional with over 20 years of successful experience, providing secure product containment environment while meeting or exceeding customer and company requirements while achieving cost targets. I am a hands-on and strategic manager who has utilized LeanSigma, and quality driven program management and strategic alliance techniques to achieve corporate and customer satisfaction KPI’s.

Training

Ethics, Cultural Diversity, Bell Leadership, Performance Reviews, Coaching and Counseling

Harvard School of Negotiations, Strategic Alliance

Six Sigma – Master Black Belt

DOT, IATA, USA Customs Compliance, NAFTA, HAZMAT

Lean - Kaizen, 5S, Project Management, Data Collection, Data Charting, Data Review, Benchmarking

EVA – Economic Value Analysis, Financial Modeling

PMP – Project Management Professional

Collective Bargaining (LCC) – experience with UAW and IBEW

Sarbanes Audit Compliance

ISO 9000, 14000, 13485, TS16949, QS9000

Systems and Software Experience

ERP/MRP/WMS/Financial – SAP, Oracle, BAAN, JD Edwards, Red Prairie, Nulogx, Argo

Project Management - @Task, MS Project, MS Excel, Access, Minitab, ProVision

SKU’s And Number Of Locations By Company

Company

# SKU's

# Locations

Industry

Timex

100K

5

Military, Consumer Electronics & Medical

Johnson Controls

100K

14

Automotive, Building & Equipment Maintenance

Solectron

250K

18

Consumer Electronics

Federal Signal

250K

4

Automotive

Buckman

15K

5

Specialty Chemicals

Service Master

30K

5

Home Services

Accomplishments

Managed annual spends ranging from $4MM to $750MM that included all warehouse employees, outside services, supplies and transportation. Number of employees ranged from 24 to 750.

For Johnson Controls, warehouse function responsible for picking and decorating automotive batteries and loading the common carriers and company managed fleet. Rationalized warehouse footprint along with implementing RFID to reduce battery shrink due to spoilage by 4% and decrease truck load time from 25 to 10 minutes. Change in processes contributed to on-time delivery of greater than 99% to the store locations for customers, such as Autozone, Wal*Mart, Interstate Batteries, Sears and Costco. Maintained continual communication with internal and external customers to ensure fulfilling requirements.

Directed team that received EDI orders from customers, such as IBM, NEC and Dell, performed pick, pack and ship service. Items were packaged and shipped via LTL or small parcel to end users work or home addresses.

Managed union (UAW and IBEW) and non-union sites.

Lead cross functional and multi-national team for HTS compliance and uniformity. Initiative resulted in new product introduction, compliance and HTS classification process.

Developed and implemented process improvements that reduced overtime from 1880 in 2007 to 61 hours in 2009 via enhancements in communication method from customer to sales to customer service to order fulfillment.

Created and or enhanced supplier and departmental dashboards. Created Excel documents that would auto populate. KPI’s resulted in providing decision science and data analysis for the creation and implementation of programs reducing costs, increasing quality and satisfying internal and external customers.

Implemented S&OP process resulting in reducing E&O by 73% while increasing fill rate from 94 to 99%.

Lead cross functional and multi-national team to review the advantages for CTPAT certification.

Lead cross functional teams that selected sites for four start-up distribution centers. Each site employed at least 125 with at least one million square feet of warehouse and configuration footprint.

Created and implemented appropriate corrective action process that utilized the DMAIC, 7 Step and 8D process.

Enhanced existing policies and procedures by including continuous improvement criteria.

Established monthly employee performance reviews.

Utilized LeanSigma and PMP techniques in cross functional team activities.

Created and monitored performance KPI’s. At one company 104 KPI’s were monitored covering all functional areas. KPI’s for warehouse and DC functional areas included: financials (P&L, budget, OT, vacation), HR (absences, turn-over, complaints, CAR’s), transport (FSC, line haul vs. target, expedites) and product movements (time to convert, pounds moved, shrink, cycle count, annual inventory).

Established market intelligence and benchmarking network as a major element for the strategic planning process. Network gathered and monitored activities for projecting future impacts and trends.

Established replenishment methods that reduced on-hand inventory and increased on-time availability. Replenishment methods include VMI, Kanban/VMI, Kanban and ERP min/max.

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