Supply Chain Management

Craig Zimmerman, CPM

*** ******* ****** ? Driftwood, TX 78619

972-***-**** *******@***.***

Executive Profile

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International Sourcing & Procurement ? Strategic Planning ? Consulting

Supply Chain Management ? Operations ? Product Development

Recognized as an experienced senior level executive with more than thirty

years of proven success in domestic and international manufacturing;

strategic sourcing and procurement; project and supply chain management;

and business development. Proactive. Results driven. An accomplished

innovator who will institute bold initiatives and carry them out in order

to create positive change, efficiency and increased profitability.

An expert in building teams and organizations focused on bolstering both

bottom-line results and quality assurance in diverse business and

manufacturing environments. Highly qualified as a leader, ensuring the

effective execution of simultaneous projects without compromising quality,

timeliness or functionality. Adept at leveraging strengths, reducing risks,

and conceptualizing solutions. Skilled at communicating with corporate

governance, external business partners and within all levels of an

organization's structure. Extensive qualifications in the following

competencies:

? Materials Control ? eProcurement

? Strategic Sourcing ? Contract Negotiations

? Supplier Management ? Production Management

? Cost Analysis & Budgeting ? Project Management &

Implementation

Career Synopsis

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Great Stuff, Incorporated, Austin, TX

2009- Current

A start- up company located in Austin, Texas that specializes in the

development of exciting products with exceptional design for sale in

commercial and retail markets.

VP Global Sourcing and Supply Chain

Established and directed the global supply chain and manufacturing efforts

supporting new product introduction of (3) primary product families into

the retail and industrial North America markets.

. Built global sourcing infrastructure (sourcing/quality) in Wuxi China

to support all primary RFQ activities. This included all tooling and

materials.

. Developed Quality Certification program to insure supplier

performance.

. Led all project management activities for new product introduction

(NPI) using elaborate Gantt charts (Microsoft project software).

. Created RFQ for contract manufacturing and led all negotiations

towards supplier selection.

. Helped develop production line layout at contract manufacturer and

also equipment needs (manufacturing and testing).

. Managed contract manufacture to achieve delivery and quality goals.

. Helped set

. Managed all cash disbursements. Assisted in the creating/execution of

cash flow/ P&L models.

. Worked very closely with engineering (mechanical and firmware) on all

product designs to insure alignment of timeline and cost target

achievement.

. Assisted in the development of product sales strategies.

Patriarch Direct, Dallas, TX

2007-2008

A wholly owned subsidiary under Patriarch Partners, a $6 billion private

equity firm raising investment capital to fund acquisitions of financially

distressed companies

Senior Project Director

Lead Strategic Sourcing Group in execution of procurement and supply chain

management strategies for U.S. manufacturers encompassing the execution of

sourcing strategies, RFQ management, leading negotiations, supplier

transition, and post-award supplier/project management.

. Achieved a break even run rate threshold for over $4 million in

expenses by delivering hands-on expertise to the development of a new

revenue model and P&L justification process.

. Built the infrastructure of a start-up professional sourcing company

and oversaw leveraged sourcing events on behalf of contracted

portfolio companies for direct and indirect spend categories.

. Played a key role in building the company infrastructure for global

staffing and systems across the Americas and Asia Pacific.

. Yielded between 15% to 40% cost savings, including logistics cost

impact, through:

o Direct spend initiatives in global sourcing of: automotive;

architectural hardware; machined and fabricated components; wire

harnesses; warehouse equipment; water dispensers; and metal doors.

In some cases, achieved more than 15% in savings through re-sourcing

within China.

o Indirect spend initiatives include: travel, office supplies,

telecommunications and temporary labor.

. Created $3 million in savings for a key client by leading a strategic

sourcing event on steel, culminating in several outstanding strategic

supplier agreements.

. Developed strategic supply chain support for a successful plant

consolidation and relocation of two manufacturing plants in Ohio to

one in Monterrey, Mexico. Seamlessly completed, enabling the project

to generate anticipated budgeted savings.

. Helped source, negotiate and implement ARIBA web based portal "Procure

to Pay" system, enabling Patriarch Direct to receive orders from

clients and pay suppliers on behalf of those clients.

. Helped develop all business and process flows for strategic sourcing,

"procure to pay" and order tracking required to secure business across

targeted customers.

Professional Experience is continued on page 2...

Thermadyne Holdings Corporation, Chesterfield, MO

2005-2006

An $800 million global manufacturer of welding equipment and supplies based

in St. Louis, MO focusing on welding apparatus/feeders, filler metals, mig-

tig & plasma

Vice President of Global Sourcing

Held leadership role, developing sourcing and total cost of productivity

activities across the America's and Asia Pacific regions, with annual

accountability of over $500 million.

. Achieved $12 million in annual savings by developing, initiating and

measuring "Total Cost of Productivity" effort across the company

focusing on materials, labor, overhead & SG&A reductions.

. Effectively "hedged" brass materials to limit cost erosion of between

10-15% during volatile markets.

. Improved cost of quality 5% as a percentage of sales by leading a

cross functional team to develop and execute Global Supplier

Certification Program.

. Achieved a 50% improvement in receivables by conceptualizing and

initiating a new program which moved key suppliers to net 60 day

payment terms.

. Created an average cost savings of 25%, by marshaling global strategic

sourcing events across critical commodity groups: Packaging; Forgings;

Printed Circuit Boards; Copper/Brass Bars; Machined Components; and

Consumable Tips and Castings.

Atrium Companies, Dallas, TX

2004

A leading US manufacturer of residential vinyl and aluminum windows and

doors distributed via retail home centers, contractors, lumberyards,

builders and wholesalers

Vice President of Procurement

Responsible for leading a decentralized procurement group to achieve annual

cost savings of 10% on a materials base of $400 million across domestic

manufacturing operations.

. Led sourcing events for glass, packaging, hardware, cell phones,

office supplies, promotional goods and temporary labor.

. Improved net working capital by over 50%, by developing and leading an

initiative which moved all suppliers to Net 60 day payment terms.

. Reduced waste by 20% and improved utilization by implementing a glass

optimization project across multiple facilities.

LSG Sky Chef's, Irving, TX

2000-2004

World's market leader, 100% owned by Deutsche Lufthansa AG, Cologne,

Germany, in airline food distribution and catering services for 200+

airlines in 48 countries with $2.5 billion in annual sales and 30,000

employees worldwide

President-Supply Chain Solutions (2004)

Captained professional sourcing operations set to reduce cost on: food and

beverage items; and indirect spend for strategic internal and external

customers.

. Negotiated $60 million contract with SYSCO Foods to distribute

contracted food & beverage items across over 50 locations.

. Helped develop a fee based revenue model and initial account base.

. Worked with sales team to develop presentation of services and savings

culminating in the signing of a major airline customer.

. Implemented strategic sourcing process and negotiated leveraged

purchase agreements for many direct and indirect categories such as:

proteins, broadline goods, dairy, produce, office supplies, small

package delivery, utilities, catering supplies and janitorial

products.

Vice President- Procurement/ America's Region (2002-2003)

Guided a centralized procurement staff of seven directs and 50 in-directs

to support all company owned flight kitchens in the United States and

Mexico.

. Managed nearly $300 million of spend for food & beverage and $100

million for indirect spend.

. Achieved an annual average cost take out of $9 to $10 million through

execution of strategic sourcing processes.

. Delivered an annual savings of 15-20% for Alaska Airlines, by

negotiating with a domestic distribution provider to outsource the

food & beverage equipment management across several LSG Sky Chef's

flight kitchens.

. Instituted "Management by Fact" process for category management,

providing Commodity Managers methodology to develop strategies and

tactics based on data, market conditions and track progress toward

goals.

. Developed cross functional team to roll out a web based order

management system across over 50 international locations.

. Implemented food standardization initiative with product design, which

effectively increased volume leveraging and lowered cost enabling

sales group to compete more effectively on customer bids.

. Served on a cross functional team to develop all SOP's for securing

airline food trolley's onto airports and aircraft leading to the

formation of a stand alone security company, LSG Security Solutions.

This company was the pioneer and model for the airline industry.

. Assisted in integrating the spend of six acquired "Food Preparation"

companies into established LSG Sky Chef's spend thus leveraging and

lowering overall costs over 10% YOY.

Professional Experience is continued on page 3...

Commodity Team Leader/Indirect Spend (2000-2002)

Managed a staff of eight to develop and execute strategies for cost removal

on a $120 million indirect spend base across 80 flight kitchens.

. Reduced close to $8 million annually in supplies and services costs by

directly managing centralized indirect spend sourcing and implementing

"Management by Fact" process for category management.

Stanley Mechanics Tools, Dallas, TX

1987-2000

$4 billion global tool manufacturer distributing through retail, industrial

& professional market channels. Numerous brands include Stanley, Proto and

Mac Tools

Cost Down Manager (1999-2000)

Reported to the EVP of Operations in largest operating division of The

Stanley Works and charged with reducing the overall cost of goods sold

across the manufacturing base.

. Reduced cost of goods from $300 million to $265 million by

coordinating and facilitating events such as Lean Manufacturing, Value

Stream Mapping and VA/VE at 11 locations across United States, Canada

and Taiwan.

. Developed Global Methodology for tracking close to $35 million of

savings resulting in viable, actionable performance metrics.

. Lowered material costs by over 6% YOY through collaboration efforts

with the central procurement team and focusing efforts on major

commodity groups.

. Achieved $1.5 million cost removal in 60 days by negotiating with

suppliers to collect money on any YOY savings not realized over the

past 12 months. This was a very structured event emphasizing Stanley's

competitive pressures and the need for it's suppliers to achieve a 10%

YOY cost removal.

. Teamed directly with CEO on a quarterly basis to review progress and

evolve strategy against plan.

The Stanley Works Commodity Leader/Purchased Products (1998-1999)

Led a group of five centralized strategic commodity managers and 15

decentralized buyer/planners to improve overall cost, inventory and service

level objectives across all Stanley divisions.

. Achieved average cost savings on purchased products of $13 million

across a base spend of $250 million.

. Achieved annual inventory reductions of 10% while holding service

levels at 93-95% through development and execution of efficient buying

practices and vendor management.

. Saved an average of 25% on $9 million spend, by implementing sourcing

strategies including product line reviews which were patterned after

Home Depot's successful approach.

. Instituted "Management by Fact" process for category management,

providing Commodity Managers methodology to develop strategies and

tactics based on data and market conditions and track progress toward

goals.

Stanley Mechanic Tools Division Purchasing Manager (1996-1997)

Developed centralized policies and procedures for one of Stanley's largest

divisions while coordinating cost down activity with Stanley's newly

developed Central Sourcing Group.

. Helped reduce supplier base by 25%, improve supplier performance by 10-

15%, and achieve cost removal goals by 5-7% through utilizing

Management by Fact - MBF approach.

. Helped execute Stanley Mechanics Tools' "S&OP" Process to achieve

delivery, service and profitability goals.

. Led a cross functional team of six members: Engineering; Procurement;

and Quality, to implement a divisional "Supplier Certification"

program.

. Was division lead and liaison between corporate procurement team and

divisional operations to drive annual cost savings, which helped

Stanley Mechanics Tools to be #1, in reducing cost across all Stanley

operating divisions.

Stanley Mechanic Tools Materials Manager /Georgetown Professional Tool Box

Operations (1993-1996)

Served on a cross-functional team consisting of Manufacturing, Materials,

Finance and HR Managers responsible for daily operations.

. Managed the purchasing, planning & distribution functions for a

business unit with annual revenues of $50 million.

. Initialized pervasive change by amending entire wage structure for

direct hourly employees resulting in an average reduction from $13.00

to $10.00 per hour. Additional savings expected through attrition.

Stanley Mechanic Tools Business Unit Manager /Assembled Products Operation

(1991-1992)

Assigned by Division President to lead the architecture and management of

start-up assembly operation converting purchased mechanics tools to

manufactured tools.

. Improved gross margins by average of 10 points on products converted

while improving fill rates from 62% to 96% in four months and

decreasing inventory by $1 million.

. Created a multi-shift assembly operation with simple bench assembly

equipment comprising of temporary workers.

. Managed a group of 30 temporary workers, three team leads, one

supervisor and one planner across two shifts.

Professional Experience is continued on page 3...

Mac Tools (1987-1990)

Responsible for the acquisition and overall management: inventory; customer

service; quality; and price, of $50 million of purchased products for

resale. Received a presidential appointment to develop a five-year

business plan to convert professional automotive tools and equipment

purchased from outside suppliers to those manufactured internally.

. Led project management efforts to reverse engineer identified products

for full cycle remanufacture thus increasing profitability.

. Improved the utilization of near dormant machining equipment.

Prior experience in purchasing functions such as Chief Expeditor, Commodity

Buyer and Senior Buyer at: Hobart Corporation: Kitchen-aid Appliance

Division and CE Bauer: Division of Combustion Engineering

Education, Licenses & Associations

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Wilmington College School of Business, Wilmington, OH

Bachelor of Science Degree in Business Management

Sinclair Community College, Dayton, OH

Associates Degree in Business Administration

CPM: Certified Purchasing Manager; National Association of Purchasing

Management: Past Member; Association of Production Inventory Control

Society: Past Member; American Metal Stamping Association: Regional &

National Keynote Speaker and Dr. Karrass's: "Effective Negotiating".

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