DEAN L. JABLONSKI

**** ******** ***. *********, ** 53213

ac8eo8@r.postjobfree.com

262-***-****

SUMMARY OF EXPERIENCE

Over 20 years of supply chain management experience in metal fabrication, electronic equipment, and custom plastic injection moldings. Extensive background in procurement, contract negotiation, demand management, make vs. buy decisions, value added analysis, and customer service.

PM Plastics, Pewaukee, Wisconsin 2004 to Present

A privately held custom plastic injection molder

Purchasing Manager: Entrusted with over $4.5 million spend annually. Responsible for all production procurement, including outside processing, and developing processes and procedures to increase inventory accuracy on our ERP system.

Collaborate with sales, design engineering, and operations on new product introduction projects.

Interface with engineering in the production part approval process (PPAP) to assure that new parts or changes to existing parts made by suppliers are followed through efficiently to avoid costly downtime and scrap.

Negotiated a volume based incentive program with a major resin supplier. Net Result: Earned over $50,000 in end of year bonuses for the company over the past three years.

Worked with QA to have an additional resin source approved for production. Net Result: Saved over 15%, or $12,000/year.

Negotiated a $10,000/year (6.5%) savings and cut lead-time from 10-15 days down to one (1) day by switching suppliers.

Sourced electrical fixture components directly from the manufacturer instead of distribution. Net Result: Reduced price by almost 50% (over $7100) and slashed six week lead-time to one (1) week.

Examined ERP solution providers and trained cross-functional teams on inventory requirements on new system. Net Result: Greater inventory accuracy means less downtime for both internal and external customers and improved reporting capability.

Maintain relationships with several suppliers for market intelligence and analysis. Net Result: Optimize total cost of ownership by matching price and delivery capabilities to production requirements.

Harley-Davidson, Inc., Milwaukee, Wisconsin 2002-2004 Order and Materials Coordinator, Remanufacturing: Contract Employee Liaison between SPOC (Single Point of Contact) personnel and the Reman department regarding order management and procedural issues in my position as Order and Materials Coordinator in the Remanufacturing department at the Capitol Drive plant.

Production operation responsibilities to help assure that backorder dollars stay within approved metrics and address AS/400 operational issues.

Manage inventory of all direct ship transmission and crankcases, including traffic management to dealers.

Investigate and solve accounting and inventory discrepancies to satisfy Sarbanes-Oxley regulations.

New Berlin Plastics, Inc., New Berlin, Wisconsin 1998 to 2001

A privately held custom plastic injection molder

Inventory Control Analyst: Responsible for auditing shift end reports, maintaining $400,000 off-site consignment program for major customer, purchasing and organizing production components, and tracking all cycle count results.

Utilized AS400 report writer to compose custom inventory reports. Net Result: More effective reporting capabilities for cycle counting and other functions.

Reorganized finished goods inventory by customer to streamline order pulling and cycle counting. Net Result: Reduced labor to pull customer orders by 30%.

Created program to actively monitor consignment inventory for major customer.

Net Result: Slashed clerical and shipping error rate by 85%.

Implemented new process for incoming inspection of all production components.

Net Result: Reduced scrap during production by 16%.

Simplified method of cycle counting to entry by exception only.

Net Result: Reduced inventory discrepancies due to clerical errors by 98%.

Established new system of accountability for production inserts by keeping a secure inventory of components. Net Result: Reduced inventory shortage and downtime by 10%.

Tracked usage of consumable supplies to reduce waste. Net Result: Trimmed adhesive usage by 80%.

Tracked usage of parts in secondary operations and identified high scrap counts per shift, recommended scheduling of jobs to maximize production. Net Result: Improved productivity on key jobs by 25%.

GLI International, Inc., Milwaukee, Wisconsin 1995 to 1998

A division of Virador, manufacturer of process and pollution control instrumentation.

Purchasing Agent: Responsible for purchasing and inventory control of passive electronic components, injection molded parts, membrane switches, product identification and custom packaging. Annual purchases in excess of $500,000.

Consolidated vendors by expanding consignment arrangement with major vendor. Net Result: Reduced lead-time on high turnover parts from one (1) week to same day and reduced inventory level from 2-4 week supply to one (1) week.

Negotiated contract directly with manufacturer for price concession and increased stock at local distributor. Net Result: Achieved a 10% price reduction and reduced lead-time from one (1) week to one (1) day on high usage parts.

Implemented new design utilizing investment cast part to reduce unit price and scrap. Net Result: Lowered unit price by 23% and reduced scrap by 84%.

Spearheaded computer conversion project of purchasing/receiving/inspection to new ERP software. Developed new procedures and conducted employee training sessions for ERP.

Net Result: Improved interdepartmental processes and communication.

Supervised programs to streamline production supply ordering and empower cell leaders to control their supply budgets. Net Result: Expedited receipt of supplies.

Dewco Milwaukee Sales, New Berlin, Wisconsin 1993 to 1995

A division of Don E. Williams Company, a $42,000,000 distributor of industrial supplies

Product Manager: Responsible for inventory control of air, electric, and hydraulic tools, hoists and fluid power components. Provided technical consultation and fulfilled other customer requirements as needed.

Created bills of materials on system to display parts required for work order.

Net Result: Eliminated missing parts on customer shipments.

Revised procedure for allocating sample tools to customers.

Net Result: Reduced maintenance costs on returned sample tools by 25%.

Schmidt Engineering & Equipment, New Berlin, Wisconsin 1989 to 1993

A manufacturer of heavy duty, off road snow removal equipment

Buyer: Responsible for purchasing drive train components, electrical and vehicle hardware, and coatings.

Negotiated contract for purchase of vehicle glass directly from manufacturer, rather than local supplier. Net Result: Reduced cost by 75%.

Organized the low VOC (Volatile Organic Compounds) coatings conversion project.

Net Result: Reduced VOC emissions by 40%, in compliance with EPA & DNR requirements.

EDUCATION

BBA Degree, Business Administration, Marian College, Fond du Lac, Wisconsin, 1992

Graduated from the accelerated degree program with a 3.7 GPA on a 4.0 scale.

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