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Manager Supply Chain

Winston-Salem, North Carolina, 27107, United States
April 15, 2018

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John Tipton

**** *********** *****, *******-*****, NC 27107

828-***-**** cell,


Professional Experience and Objective

I am an Operations Professional with 25 years of progressive experience in Production and Materials Management. My goal is to put my proven abilities to work to lead and provide support to your successful team to make it stronger now and in the future. These abilities include but not limited to reducing total operating costs through domestic and global supply chain management provide leadership and guidance for departmental growth and address and correct operational issues through focused Lean initiatives.

PPG Industrial Coatings, Greensboro, NC January 2015 to Present

PPG is an American Fortune 500 company and global supplier of paints, coating, specialty materials and fiberglass. Today, the industrial coatings business produces coatings for appliances, agricultural and construction equipment, consumer electronics, automotive parts and accessories, building products (including residential and commercial construction), transportation vehicles and numerous other finished products.

Supply Chain Manager, Greensboro, NC

I am responsible for planning, scheduling, order management, procurement and warehouse activities for the Greensboro operations. I also manage the S&OP process for the industrial powder paint facilities. I am also the Site Lead and the Planning and Procurement Process Owner for the Oracle R12 implementation.

Successful lead the implementation of Oracle R12 to the Greensboro facility in November, 2017.

Since I started with PPG in January of 2015, the facility has averaged an OTIF (On Time and In Full) shipment percentage of 98.4%. Our lowest month was 95.3% and our highest was 99.6%. The facility finished 2014 with an average OTIF of 84.4%,

While maintaining the required OTIF I was also able to better our Working Capital targets every quarter since I started. Inventory was decreased 35.5% in 2015.

I also serve as our facilities site lead for the Oracle implementation in Q4, 2017, as well as one of 3 super users. I am focusing on forecasting, planning, scheduling and procurement.

I have also developed an S&OP feedback process that gives each salesperson feedback, on their accuracy, down to the sku level. Since doing this forecast accuracy has increased 34%.

Crane Materials International, Atlanta, GA October 2012 to January 2015

CMI is a division of CRANE Materials, which has invented and produced innovative synthetic building products since 1947. CMI developed the vinyl piling product and has been the industry leader the past 23 years. They also provide proprietary installation equipment and product specific assistance. CMI leads in the marine and civil industries.

Purchasing/Supply Chain Manager, Atlanta, GA

I was responsible for all aspects of the supply chain from supplier validation and selection, resolution of quality issues, working with sales to provide industry leading response and inventory control of raw and finished goods. This responsibility also includes indirect as well as direct materials. I also have facilities management responsibilities.

In process of implementing bar coding to tracking to MRO items, raw materials and finished goods. Expectation is to eliminate monthly inventories and go to 2 physical inventories per year. The estimated labor savings is $78k and freeing up 10 additional production days.

Have implemented process changes in shipping, receiving and quality control that have reduced transaction errors by 80%.

Researched and negotiated a long term lease on 15,000 square feet of commercial real estate to relocate the corporate office.

Renegotiated the base rate on our virgin compound resulting in a 2.5% price reduction and included a stocking arrangement at the supplier’s location.

Fabpro Polymers, Kingman, KS June 2012 to August 2012

Fabpro Polymers is a polypropylene extruder of twines and construction fibers. They are the leading agriculture twine manufacture in the country. They also manufacture multiple types of fiber used in the concrete industry as a replacement for wire and rebar.

Plant Manager, Kingman, KS

My responsibilities included the direction of a multi-shift, 24/7 manufacturing operation, P & L for the operations of the facility, refinement of the production schedule and meeting production goals.

Increased daily production numbers 41% by:

Reposition work force to achieve a “pull” system rather than a “push” system

Revised schedule to reduce product changeover times. This also led to scrap reduction.

Reduced scrap by 16% through associate training, discovery of inaccurate scrap rates in the BOM and setting changeover rules which referenced color and die position.

Developed standard work for lead associates to allow them to become an extension of the shift supervisor allowing them the ability to look forward to identify issues instead of being blindsided by them.

Initiated Lean Blitz events to address trouble areas. Through 3 events we achieved increase uptime and reduced scrap on 2 extrusion lines and decreased quality issue from the packaging department.

Kysor Warren, Columbus, GA June 2010 – June 2012

Kysor Warren, a part of Heatcraft Refrigeration, which is a division of the Lennox Company. A customer focused and industry leader in the manufacture of refrigerated display cases for over 125 years. Kysor operates 2 manufacturing facilities and two distribution facilities in Southwest Georgia.

Manager of Logistics, Columbus, GA

Responsibilities include the direction of the multi-shift distribution center, the receiving function and inventory control of the purchase part warehouse, and the sequencing and scheduled delivery of the purchased parts, fabricated and outsourced parts to the assembly facility.

Took control of moving the finished goods warehouse that was in process and 1 week behind and completed the move on time. 1600+ refrigerated cases were un-racked, racks removed, racks reinstalled, cases moved and re-located in 4 weeks while continuing to receive new production and make customer shipments with little interruption.

Developed a procedure for pulling, staging and loading material which has decreased our overall load time by 55% and has reduced the warehouse controlled accessorial charges month over month.

Helped develop and refine the layout of the Purchase Parts warehouse.

Planned and executed relocating 4000 different purchased part numbers, over 500,000 parts from the manufacturing facility to a purchased part warehouse 3 days ahead of schedule.

Designed the sequencing area (kitting of parts) in which associates pick the required item and the correct quantity and the parts will be delivered to the assembly area in the order they will be consumed. 80% of the parts are sequenced per the assembly schedule. This reduces time wasted by the assemble associates looking for parts.

Worked with VMI suppliers to sequence the material they supply.

Implemented a bay audit system to work in conjunction with the cycle count program. Purchase parts stock room accuracy increased by 18% in 2 months. Finished Goods warehouse location accuracy increased from 86 % to 99%+, which resulted in the elimination of yearly physical inventories.

Implemented a “Spot Quote” program to run in conjunction with standard lane rates for inbound outbound freight. 2010 saving were in excess on $45k. 2011 savings were $105k.

Bid out fork truck and yard spotter requirements which resulted in an $87k saving per year over the next 5 years.

Bid out the outbound truck load business and will implement an 8.5% savings for 2012 ($227k from $2.7m).

Altec Industries, Burnsville, NC February 2007 – March 2010

Altec is the leading equipment and service provider for the electric utility, telecommunications, contract markets and tree care industry. A $1 billion dollar company, Altec has 11 facilities nationally and provides products and services in over 100 countries throughout the world.

Production Manager, Burnsville Division 6/08-3/10

Responsibilities include scheduling, fabrication, assembly, finishing, shipping and receiving departments consisting of 187 associates, 9 of which are salaried supervisors. I also had responsibility for the maintenance department.

Initiated lean production processes (Derived from the Toyota Production System) developed and implemented standard work and redistributed job work content to develop a pull system through assembly, from June, 2008 thru March of 2010 to increase facility profitability $840K.

Restructured the Finishing departments (paint and dress out) to increase through put by 38%.

Initiated make vs. buy reviews of select items and brought 24 items in house that resulted in a $92K savings and outsourced 9 items that resulted in a savings of $41K.

Worked with design engineering to supply other Altec facilities with a commonly used item (outrigger pad holder), that was outsourced, which resulted in $65K in companywide savings.

Production Revenue has increased by an average $125K/mn from June through October ’09.

Schedule attainment has increased from 87% to 94% from June to August ’09.

Brought the maintenance department in-house in March of ’09, which resulted in a $25k per month savings and better facility support.

Through cross training, personnel redeployment and process improvements Labor Variance has decreased by 64% from June ’08 to October ’09.

Exceeded to ’09 contribution budget by $2.9M.

Changed scheduling of the fabrication process from a “0ne-piece” flow to a “sheer” concept which reduced scrap due to set up by 40%, the number of machine change over’s by 45% and increase machine up time by 48% which lead to the elimination of overtime.

Modified the assembly line layout to allow the line to be its “own scheduler” based on the priority of the master schedule.

Initiated, lead or participated in 70+ Kaizen RCI events.

Materials Manager, Burnsville Division 2/07 – 5/08

Responsibilities include scheduling, purchasing, inventory control, forecasting, shipping and receiving, facility accounting, commodity management, a department consisting of 14 associates and I manage approximately $21 million in annual spend which includes select commodities and anther division.

Increased Altec’s inventory turns from 6 to 12.8, implemented cost savings exceeding $410K, and changed the scheduling procedure that aided to increasing our on time delivery. Proper utilization of the KanBan process to reduce steel inventories by 8.9%. These were accomplished by:

Restructured the purchasing department to allow buyers to give more attention to their commodities. This has allowed Burnsville to go from leading the company with invoices on hold to having the least in the company.

Classified purchased items as A, B, C and D items and implemented a cycle count procedure, which has helped inventory accuracy increase from 64% to 92.5%. The end goal is 98%.

Changed the scheduling to reflect actual requirements and demand. Now have it monitored on a daily basis which has allowed the manufacturing floor to increase on time delivery from 74% to 94%.

Worked with quality, marketing and design to move from A60 galvaneal to A40. Annual savings was $170K.

Worked with design engineering to outsource a portion of the door assembly to China. Implementation date early April with an estimated annual savings of $72K.

Regular participation in RCI events (Rapid Continuous Improvement) events to ensure Altec remains on the path to Lean Manufacturing excellence.

SOLECTRON, West Columbia, SC August 2006 – February 2007

The leading would class contract manufacture of electronic components. They are an $11B company with facilities around the world.

Senior Technical Buyer

A Tactical position that included managing suppliers in Puerto Rico, Shanghai, and Singapore. Reduced inventory by $550K and had a freight cost savings of $46K. Customers included: Nortel and Kodak.

Set up weekly conference calls with suppliers outside the US to develop customer/supplier relations. The calls also allowed me to keep a close eye on their product status and allowed us to work on quality issue.

Through a PFEP, I worked work sales to implement a reliable forecast allowed me to manage our inventories (Solectron’s and our suppliers) and to reduce inventory $550K from where it was when I started.

The forecast also allowed me to utilize ocean freight in place of airfreight. This alone would have been $46K annualized.

Pergo, Inc Garner, NC May 2005 – August 2006

A $500M industry leader of laminate flooring. Headquartered in Trelleborg, Sweden with US headquarters in Raleigh, NC. Major customers: Lowes and Home Depot

Senior Commodity Manager

Responsible for supplier sourcing and development, pricing, program development. Accomplishments were increasing inventory turns from 12 to 26 on our packing product and implemented cost savings of $1.1M.

The increase of inventory was accomplished by working closely with production scheduling to get reliable data to the suppliers.

Once we developed a stable schedule I was able to implement multiple VMI programs which reduced inventory and increased cash flow.

$575K of the implemented cost savings dwelt with our samples and displays. Accomplished by investigating the major display manufacturers. Through competitive bidding of multiple programs, 3 out of 4 projects were awarded to new suppliers.

$175K of the implemented cost savings came from competitively biding our corrugated requirements. Not only did I negotiate per item cost reduction but was also able develop a VMI program and weekly billing

$75K of the cost reductions came from sourcing a laminate floor installation kit from a US manufacture to a European manufacture. I was also able to modify the packaging for the domestic kit and the Swedish kit to use one for both countries.

Negotiated textured plate costs savings of $63K, to support the Direct Lamination line installed in May of 2005.


B.S. Operations Management

East Tennessee State University 1990


Multiple APICS Seminars Multiple Kaizen Training Seminars

Kaizen Team Leadership Training Multiple Lean Manufacturing Seminars


Oracle R12 – Site Lead for 2017 Conversion

Oracle 11i – Altec Industries and Solectron, 3+ years

SAP – Founders Furniture, 2 months

MAPICS & ERP9000 – Weber-Stephens Company & Ducane Products Co., 3.5 years

JD Edwards – MW Windows, 2 years

Auto Cad – Worked with it at Ducane Products Co., 1year

BPCS – Kysor Warren, 1.5 years

MP2 – 2 years

Contact this candidate