SUMMARY

Supply chain, sourcing and operations professional with specialized expertise in business process development and optimization, cost control and team building. Proven ability to lead year on year direct and indirect savings, lean system implementation and working capital improvement programs with integrity and determination.

PROFESSIONAL EXPERIENCE

NWL, Inc. Bordentown, NJ 10/2015 – Present

$40MM privately held manufacturer of electric power conversion equipment serving industrial, medical and military marketplaces, lead team of eleven. Report to VP Operations. (Seeking new opportunity)

Materials Operations Manager Directed inventory, planning and procurement group for two NJ sites.

-Re-implemented Glovia (Fujitsu MRP) product data, production planning, financial reporting – OTIF improved 35%

-Realigned supply chain - 40% less personnel, Raytheon Excellence Award (‘16) and EPIC Award (‘17)

-Redesigned procurement group to capture savings - 11% savings each year

-Initiated corporate sourcing, S&OP, forecast & cost modeling processes while moving from ISO9001 to AS9100

-Led material lean projects - reduce receipt to kit lead time by 45%, realigned entire Florence site

Mold-Rite Plastics (formerly Stull Technologies LLC) Somerset, NJ 4/2014 -10/2015

$150MM private equity held consumer product injection molding manufacturer of caps and closures serving the health and beauty, personal care, household and industrial supply marketplaces. (Didn’t want to relocate, took opportunity)

Supply Chain Manager Directed all inventory control, planning, procurement, warehousing and logistics functions, led a team of 6. Reported to Corporate VP Operations.

-Re-implemented IQMS (Oracle ERP) inventory, production and planning modules correcting materials, planning and labor standards, tool and work center usage – improved product lead time metric by 38%

-Implemented Demand Requirements Planning tool – improved OTIF performance by 32%

-Redesigned direct material storage, preservation and delivery models – reduced inventory by 15%

-Piloted 12 month order process analysis, aligned inside sales, supply chain, mold operations and production groups for faster demand fulfillment – 67% order lead time reduction

-Spearheaded comprehensive identification, segregation and reserve calculation model for excess, obsolete quality pending, scrap and reverse logistics inventory

-Led corporate colorant source negotiations – achieved 150% of annual targeted saving year one

Sonoco Products Company (formerly Associated Packaging Technologies) Chadds Ford, PA 4/2006 - 10/2013

$220MM consumer product frozen and shelf stable food packaging manufacturing division of a $5B publicly held company. (APT sold, closed sites, let go)

Supply Chain & Sourcing Manager (10/2010 -10/2013) Managed $120M commodity spend comprised of plastic resins, colorant and additives for the Thermoforming Division. Directed 6 international employees and matrix managed up to 40 employees in 5 sites. Initiated and led inter-divisional sourcing program for Plastics.

Corporate Supply Chain Manager (4/2006 -10/2010) Directed corporate supply chain, strategic sourcing and customer service from private equity through acquisition and integration with a publicly held company. Managed $90MM direct and $30MM indirect spend. Reported to Chief Financial Officer

- Initiated corporate Savings Funnel and Sales / Operations Planning processes.

-Spearheaded global recycled PET qualification – DuPont Award for Packaging Innovation, savings $24MM

-Transitioned transactional purchasing team to multi-source category management function using sourcing techniques – annual direct materials savings $7MM

-Integrated and led divisional inventory MRB team – 2012 working capital savings $10MM

-Led team through multiple force majeure events – zero product interruption, 99.8% OTTR

-Realigned distribution network to optimize freight spend – savings $.8MM year one

Mettler-Toledo International Newark, DE 4/2004 - 4/2006

$200MM semi-customized drug discovery equipment division of a $4B publicly held company. (Division sold, didn’t want to relocate, took opportunity)

Operations (Site) Manager Directed multi-site integration of procurement, production, manufacturing engineering, quality assurance and facilities for manufacturer of analytical and robotic medical equipment, led staff of 22. Reported to the Divisional President.

-Drove $30MM direct spend best practices – improved inventory accuracy to 98%, reduced WIP carried by 75%and inventory by 45%, established strategic supplier managed inventories

-Managed the supply chain integration of Berger Instruments, Bohdan Products and MDI from privately held to public company. Instituted QMS using TQM principles using an ISO9001 format. Redesigned change management and production reporting systems. Insourced and outsourced one product line each.

-Integrated and led divisional inventory MRB team – 2012 working capital savings $10MM

-Directed Macola (SysPro) MRP re-implementation – BOM accuracy from 65% to 99%

-Instituted lean systems – product cycle time down 85%, headcount stabilized

Optium Corporation Chalfont, PA 1/2003 – 4/2004

$30MM privately held optical transponder and printed circuit board manufacturer. (site was closing, took opportunity)

Materials Manager

Managed corporate supply chain and procurement operations for Chalfont and Orlando sites, managed 10. Reported to the Chief Financial Officer.

-Re-implemented Oracle MRP – material shortages from > 65% to < 1%

-Established forecast model – improved inventory turns by 200%

-Redesigned production scheduling method – reduced cycle time by 45%

-Supply chain achieved Preferred Supplier award from Lucent Technologies

Mattson Corporation (formerly CFM Technologies) West Chester, PA 4/1995 - 12/2002

$220MM semi-customized wafer cleaning equipment division of a $2B publicly held company (division sold, didn’t want to relocate, took opportunity)

Materials / Quality Engineering Manager (1999-2002)

Materials Manager (1995 – 1999)

CFM was initially a startup where I led supply chain and procurement team through IPO then merger and acquisition, managed up to 30 directs reports and up to 100 indirect reports. Then directed divisional production, planning, procurement, inventory control and quality functions.

-Spearheaded 3 outsource programs and 2 facility relocation efforts

-Redesigned lean workflow for Pliezhausen facility

-Directed implementation of ISO9001 and ISO14001

-Instituted division inventory control – inventory down 65%, accuracy > 90%

-Lean production processes – cycle down by 55%, WIP down 45%, labor rate down 42%

-Annual cost reduction 8%, reduced supply base by 55%

-Managed first world-wide physical inventory (72 locations, $200MM), found $32MM

Hydromotion, Inc. Spring City, PA 4/1991 - 4/1995

$20MM privately held manufacturer of hydraulic swivels, electric slip rings and telescopic waterways (took opportunity)

Operations (Site) Manager

Directed CNC machine shop and assembly operations, supply chain, purchasing and accounting functions, managed 22. Reported to the owner.

-Directed Macola (SysPro) MRP re-implementation – BOM accuracy from 65% to 99%

K/M Kinetic Enterprises, Inc. Butler, NJ 1982 - 4/1991

$10MM privately held stocking distributor of power transmission equipment and value added manufacturer of custom transmission packages servicing the paper steel, textile, brewery and mining industries (took opportunity)

Operations / General Manager (1985 -1991)

Managed company procurement through order fulfillment and accounting groups, managed 8. Reported to the owner.

-Implemented SBT MRP system – established inventory controls, product data management for $2MM spend

-Established / maintained stocking contracts with key suppliers – yearly product revenues up by 39%

-Developed PM templates for on-site product installations – reduced installation time by 45%

EDUCATION

Masters of Management / MBA Pennsylvania State University, Malvern PA (1995)

Bachelor of Arts – Political Science Virginia Commonwealth University, Richmond VA (1985)

Certified Supply Chain Professional Coursework – APICS

Total Cost of Ownership – Rensan Inc.

Certified Quality Auditor (CQA) – ASQ

Value Stream Mapping – Lean Enterprise Institute

Lean Manufacturing Course – Institute for World Class Manufacturing

ISO9001 / ISO14001 Internal Audit – DBS Quality Management International

Customer / Supplier Partnerships – ASQ

Strategic Planning – Center for Simplified Strategic Planning

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