Bryan D. Kachur, CPIM, C.P.M.
Southbury, Connecticut, 06488
Over 30 years of strategic sourcing and total supply chain experience. A business professional with an exceptionally strong track record of directing global cross-functional teams toward a common understanding and goal, assessing business needs, and developing strategic solutions to meet those needs. Proven leader that is adept at motivating and empowering all levels of the organization. Resourceful, consummate professional who executes and accomplishes goals.
Legrand/Legrand North America/Wiremold/Pass &Seymour/Cablofil/Legrand Home Systems, West Hartford, Connecticut
Purchasing Manager, EWS (Electrical Wiring Systems) /Legrand
EWS (Wiremold, Pass & Seymour, Cablofil, Home Systems brands) is a producer of electrical wiring devices as well as a wire and cable management company with 2,000 employees worldwide, annual sales of $1.0 Billion and annual purchase spend of $200+ Million. EWS is a division of the $6 Billion Legrand Company based in France. Currently report to the EWS Director, Sourcing & Supply Chain and supported by 4 commodity managers and 3 operational buyers
June 2014 to Present
Divisional Purchasing Lead (three brands) for creating and maintaining a supply chain for raw materials to support 4 plants located in Connecticut, North Carolina, St. Louis and Tijuana.
Lead Purchasing function for Corporate Social Responsibility (CSR) initiatives/Sustainability
Lead Commodity Strategy development. Major commodities include steel, aluminum extrusion, castings/forging, brass, stampings, plastics, molding, packaging, gaskets, wire and cable.
Assists in transfer of product lines to Legrand Mexico and Asian facilities
Localize sourcing for Mexico operations.
Purchasing stakeholder for Wiremold Leadership and Customer Taskforce Teams.
Participate in organizing supplier conference.
Departmental direct material savings: 2014 to 2016 at least 3%. 2017 2.5%, 2018 2.3%. Utilizing supplier consolidations, LCC sourcing, Should-Cost Modeling, Legrand Product vs competitor product tear downs, Insourcing, Competitive Bidding, Standardization and Early Involvement for Suppliers in New Product Development.
Transitioned more value add to Asian/Indian sources by transferring local manufacturing to buying finished goods in LCC’s.
Increased cash flow by negotiating vendor payment terms for managed commodities on average to 62 days.
Participated on a cross functional teams to set up policies and procedures in Supplier Selection, Engineering Change/Notice, ISO, and Engineering New Product Development. West Hartford site certified ISO 9000 certified in 2018.
VA/VE savings approximately 33% of total savings.
Drove ROHS/Pop 65 initiatives to 100% compliance hitting targeted 5-year goal utilizing cross functional team and outsourcing the tactical components to Indian outsourcing service.
Purchasing Manager, Wiremold/Legrand February 2008-June 2014
Wiremold is a producer of wire and cable management products with 600 employees worldwide, annual sales of $250 Million and annual purchase spend of $50 Million. Wiremold is a division of the Legrand Company. Reported to Director, Purchasing/PFR and supported by 2 commodity managers and 2 operational buyers
Wiremold purchasing lead for New Product Development.
Manage Casting/Forging Commodity representing $10 Million spend.
S&OP Team member.
Participated on 30+ new product development teams.
Department had 3 Presidential Summit award winners for execution of large customer projects.
Commodity Manager/Site Leader, Wiremold/Legrand February 2005-February 2008
Tactical Purchasing Leader for site supply chain.
Led Team to create home grown web based indirect PO system.
Individual Casting Project Savings: 2005 $1.4M, 2006 $250K, 2007 $391K and 2008 $517K.
Supply Chain/Quality Systems Director
Molecular Staging Incorporated, New Haven, Connecticut June 2002 to January 2005
Molecular Staging was a four-year-old biotechnology startup company with one hundred employees and annual purchase expenditures of $10 Million. Reported directly to CFO and VP of Human Resources, with three direct reports.
Responsible for Quality Systems, Procurement, Shipping, Receiving, Stockroom, and Laboratory/Facilities Management.
Participated on a Repli-G product launch team to give this biotech start up a product and service to market, sell and distribute.
Trained senior leaders in Sales and Operations Planning and initiated bi-monthly meetings.
Accomplishments: Set up a materials department with 2 purchasing clerks, laboratory/facilities manager and a stockroom/shipping coordinator.
$1.1 Million in procurement savings: Reagents: $1.0 Million; Lab Supplies: $50,000; IT, Equipment, Freight, and Office Supplies: $45,000.
$23,000 in transactions savings by eliminating 700 purchase order and 900 invoices. Accomplished through lab supplies and reagent supplier consolidations, implementing Internet ordering, blanket purchase orders and monthly-consolidated billing.
Organized the Slide Chemistry Department using Kanban/visual reordering for 100% of reagents and slides.
Implemented Kanban’s for 60% or 1,200 reagents in Proteomics division.
Trained 60 employees in the company on 5S techniques for Lean Manufacturing basics.
Reduced the number of stock room shelves from 20 to 12 or by 40% through 5S techniques.
Implemented 100+ SOP’s in a revision controlled on-line document control system.
Logistics Manager/Materials Manager
MedSource Technologies, Danbury, Connecticut and Pittsfield, Massachusetts May 1997 to June 2002
MedSource Technologies is a 14-division medical component and device assembly contract manufacturer with 1,700 employees and annual sales exceeding $200 Million. Directly reported to VP/GM of two plants with the technologies of molding, mold making and medical device assembly. Divisional responsibility for $40 million in sales, $20 million in procurement spend, with six direct reports and a department size of 14 associates.
Develop, implement, and maintain procurement and materials management policies, procedures and practices for the company to reinstate ISO 9002 certification.
Responsible for the materials management functions for two facilities.
Participated on a company-wide ERP selection team and offered the Business Analyst position for the implementation team.
Direct the plant facilities department.
Manage all shipping, receiving, and warehousing functions.
Sourced stamping vendor to replace the company’s second largest dollar value material supplier. Reduced yearly purchases from $700,000/year to $400,000/year.
Sourced soft MRO goods supplier to reduce the vendor base for these goods from 14 vendors to 1 vendor. In addition, reduced the number of purchase orders, invoices and receiving transactions from 500 per year to only 12 invoices per year.
Inventory reduction from $2,000,000 to $600,000.
Lead project team to construct 8,000 square foot, Class 100,000 clean room.
Implemented off-site warehousing for distribution of customer owned inventory.
Increased vendor rating from 65 to 91%.
Implemented e-procurement with major plastic resin supplier and MRO supplier.
Increased Customer on Time Delivery from 65%to 94%
Implemented Kanbans for all “A” item raw materials, WIP, and finished goods.
Inventory Control Manager
Grolier Interactive, Danbury, Connecticut June 1996 to May 1997
Grolier Interactive is the CD-ROM Software branch of a $20 billion French publishing company. Directly reported to the Director of Operations with a divisional spend of $10 million and responsible for three direct reports.
Senior Planner/Vendor Scheduler
Corbin and Russwin, Berlin, Connecticut September 1995 to June 1996
Production Control/Warehouse/Traffic Supervisor
Swank, Incorporated, South Norwalk, Connecticut October 1993 - September 1995
Swank is a $400 million men’s accessory manufacturing company. The belt division has 300 employees with Sale of $28 million. Directly reported to Materials Manager with 6 direct reports.
Purchasing Manager/Customer Service Manager
New England Accessories, Old Saybrook, Connecticut October 1992 - August 1993
New England Accessories was a small family owned men’s accessories manufacturer with annual sale of $7 million and 60 employees.
Vendor Scheduler/Inventory Analyst
Branson Ultrasonic Corporation, Danbury, Connecticut June 1990 - October 1992
Branson Ultrasonic is a $100 million in sales OEM and is a division of the Fortune 60 company Emerson Electric Company. Reported to the Materials Manager.
Production Control Planner (B)
Airpax, Cheshire, Connecticut April 1989 - June 1990
Perkin-Elmer Corporation, Norwalk, Connecticut June 1988 - April 1989 / February 1982 - September 1986
Materials Coordinator (for Central Stores, Shipping and Sales Purchase Orders)
Sacred Heart University, MBA, May 1991. GPA 3.4
Western Connecticut State University, B.B.A., Industrial Management, May 1988. GPA 3.1
APICS certified, December 1994.
CPM certification, June 1995, re-certification April 2006.
Wiremold Production and Legrand Way Lean Training
Internal Quality Auditor Training.