Supply Chain, Purchasing, Logistics
Resume:
ERIC D. BARNETT
*** ********* ******* ************, ** 47025
email: **********@*****.***
Supply Chain Leader
Professional Summary
Driven supply chain management operations leader with proven hands-on experience and consistent results for exceeding goals in directing distribution services and global sourcing projects, promoting organizational growth, and generating strong and sustainable gains. A self-starter with a “can do” attitude demonstrating success in the areas of innovating solutions, proficient technology skills, and past achievements that demonstrate a clear ability to generate momentum for change and implementing new sourcing strategies. Highly effective leadership and motivation skills in developing talent to sustain cohesive teams that are effective collaborators and independently motivated to achieve year on year improved performance metrics. Demonstrated experience in partnering and working with influential business leaders within successful organizations fostering an environment of cooperation and achievement.
Core Competencies
Business Planning
Financial Analysis
Quality Assurance
Project Management
Negotiation Skills
Influencing Skills
Lean Manufacturing
Supplier / Vendor Management
Systems Implementation
Contract Administration
Freight / Warehouse Management
ERP/MRP/JIT
Database Management
International Experience
Value Stream Analysis
Selected Achievements
Proficient in global procurement in Asia, Europe, and Mexico with demonstrated knowledge of the requirements for importing and exporting goods through customs and managing an extended supply chain.
Proven ability in supplier management and financial analysis with a confirmed track record of increased customer service, reduced direct material costs, efficient capital expenditures, improved inventory accuracy and increased turns.
Led North American logistics department focusing on achieving annual savings of $4 million and improving operational performance and reducing damage by 50% through the use of visual management systems and improved management engagement.
Experienced at managing departmental budgets and meeting group cost targets to budget and generating annual performance plans and measurement to set objectives.
Experience
Nov 2002-Current Batesville, a division of Hillenbrand, Inc. Batesville, IN
Company Profile: Revenue $678 million / 3,400 employees / Products: funeral services - burial caskets and urns and other industrial type components (stamped steel, wood, castings, fabrics, and plastics)
Director, Logistics (06/2015 to Present)
Direct the logistics department overseeing distribution of products from manufacturing facilities to end customer, based in North America, including management of warehousing facilities, truck maintenance and acquisitions.
Manage six network directors covering the United States and Canada with associated five regional distribution hubs and 83 customer service locations.
Oversee director managing long haul trucking division and region warehousing distributions responsible for truck acquisition and maintenance, 115 tractors, 353 small straight trucks.
Implement and communicate corporate vision for department of 855 associates driving focus on achieving budget result savings of $4 million against a direct operating cost plan of $95 million spend.
Managed DOT fleet focusing on improving driving performance and improving CSA performance metrics.
Director, Purchasing and Value Engineering (2012 – 06/2015
Directed sourcing strategies and engineering products and improvements for the organization driving cost reductions of $4-5 million per year for direct and indirect spend of $170 million.
Oversaw engineering and sourcing directors and associated staff of 27 associates in implementing the corporate vision for product sourcing and improvements to reduce annual operating costs.
Ensured company contracts and products were compliant to government regulations for importing products from China and India.
Director, Sourcing and Supplier Development (2008 – 2012)
Led purchasing staff of seven buyers and talent development program of four associates.
Managed divisions budget; forecasting commodity prices and managing purchases to meet annual purchase
price targets based upon forecasted market moves.
Implemented international supply chain developing new suppliers, freight moves, and warehousing for sourcing products in Asia and Mexico generating savings of $800K to $1.5 million annually or 20-30%.
Resourced domestic in-house ready to assemble manufacturing cell to Mexico generating a total cost of ownership savings of $750K, reducing overall costs in labor, materials, freight, and overhead.
Negotiated large materials contracts for steel resulting in a savings of $2 million over prior years spend on a total spend of $29 million in 2006 by focusing on pairing supplier capabilities with product requirements.
Improved OEM casket manufacturing service costs by improving product quality and reducing operating costs 15% or $90K by means of strategically negotiating new supply agreements and optimizing the supply base.
Global Sourcing and Supplier Quality Team Manager (2004-2008)
Resourced over 200 stock keeping units to China, changing plated zinc die casting parts to plated plastic molded parts reducing costs over $2.2 million per year.
Established supplier quality system, instituting supplier audits, inbound product quality tracking systems, and supplier performance scorecards; reducing costs from defects as measured by parts per million and improving inbound material supplier performance and efficiencies.
Experienced in Kaizan, 5S, JIT, Kan ban, Value Stream Mapping and other lean manufacturing strategies. Successfully completed Kaizan training project reducing the labor costs to manufacturing product by 20% or $150K by focusing on manufacturing cycle time studies and implementing inventory management pull systems.
Indirect Materials Commodity Team Manager / (2002 -2004)
Optimized spend management by relocating distribution services focusing on shipping zones and modes. This generated a freight savings of $450K by moving from a single point distribution system to a five point distribution system capitalizing on current capabilities at regional distribution points.
Effectively managed and negotiated small package and less than truck load (LTL) freight haul contracts generating savings of $1 million or 30%.
Led cross functional team negotiating second haul freight, resulting in the selection of a new third party dedicated trucking fleet management supplier generating a savings of 23% or $855,000.
Jan 2000 – Nov 2002 Cummins Engine Company Columbus, IN
Company Profile: Revenue $14,342 million / 39,800employees / Products: diesel engines
Managed commodities: cast iron, cast bronze, machined components, and stampings
Sourcing Manager
Personally responsible for $54 million in spend management achieving a savings of $1.5 million or 9% on open spend contracts by implementing global and domestic sourcing initiatives in China, India, Korea, and U.S.
Worked on cross-functional team to develop and implement engineering release system, reducing processing time by 10% or three days through the use of electronic communication and web development.
Successfully managed suppliers to QS 9000 and ISO 9001 quality standards.
Education & Relevant Training
B.S., Accounting University of Utah GPA: 3.58/4.0
M.S., Information Science Indiana University GPA: 3.92/4.0
Member of of Supply Chain Managers (ISM)
Member of MAPI (Manufacturers Alliance for Productivity and Innovation) - Purchasing and Logistics Councils
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