Manager Supply Chain

**** ****** **. *****

High Point, NC 517-***-****

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harleydel639@aol.

com

Delbert J. Kane

Summary of

qualificatio . Experienced leader with a manufacturing, materials management and

ns production control, project management and quality engineering

background. Experience includes the manufacture of high volume

automotive commodities including supplemental inflatable restraint

systems, steering wheels, wiper systems and ignition systems as well as

build to order commodities including ATMs and vacuum assisted delivery

systems.

. Strong background in logistics, inventory control, shop floor

scheduling and supply chain management. Background includes management

of Lead Logistics Providers (3PL's), implementation of milk-runs and

optimized FTL movements, development of FIFO systems and JIT factory

delivery systems. Excellent knowledge of MRP2 systems. Experienced with

SAP, PRMS and BAAN.

. Management style focuses on teaching and implementing good

standardized work practices.

Professional TE CONNECTIVITY, Greensboro, NC

experience Oct. 2010 - Present

Campus Materials Manager - Greensboro Automotive Campus

. Scope of responsibility

o Materials manager in charge of scheduling, supply chain management

and logistics for a two plant campus of 1100 employees with an annual

supply purchase of $155M and daily sales exceeding $1.1M. The

Greensboro campus produces connection systems and metal stampings for

Tier 1 Automotive customers including Delphi, Lear, Yazaki, AEES and

Visteon as well as OEM customers including Ford, Chrysler, GM and John

Deere. Position Reports to the Greensboro Campus Director.

o Six direct reports: Four Master Schedulers / Supply Managers and two

Receiving and Shipping Supervisors. Total staff including hourly and

salaried of 65 associates.

. Achievements:

o Implemented Rapid Response Master Scheduling Tool to drive enhanced

supply visibility and to support improved financial forecasting in the

S&OP process.

o Implementation of the Rapid Response Tool supported the commencement

of the Control Tower process. This process engaged a cross functional

team from the S&OP to ensure that capacity gaps were identified,

ownership assigned and action plans developed to support all GSO

Automotive supply gaps. The Control Tower process also ensured that

customer release changes were identified and addressed with the

appropriate reaction plans. Demand planning data was reviewed with the

Product Manager and the Demand Manager to gain consensus and ensure

that the master schedule supported the forward customer demand.

Late coded orders were reduced by 74% from their October, 2010 high

points. Conversely, the customer ship to request metric increased from

less than 50% in October, 2010 to a high of 96% in March, 2013 with

sustaining performance through the 2013 calendar year. Premium freight

improvement also improved with improved STR performance. These

improvements were the result of the strong master scheduling process

referenced above, an enhanced S&OP process as well as a reliable supply

chain management system.

Assigned to a special assignment in Empalme, Mexico from February

through April, 2013 to drive common materials management standard work

practices and systems throughout the North American Automotive

Operations. Empalme assembly's delivery improved from less than 70%

ship to request to 89.9% as a result of improved connectivity between

the molding and assembly departments. As of June, 2013 inventory

performance also improved from 6.2 turns to 8.4 turns.

TRICO PRODUCTS CORPORATION, Matamoros, MX May

2006 - Oct. 2010

Staff Materials Manager - Trico Products Plant 5

. Scope of responsibility

o Staff level manager in charge of scheduling, supply chain management

and logistics for a facility of 1500 employees with an annual purchase

of $175M. Trico Plant 5 produces wiper arms, blades, linkage modules

and motors supplying a diverse customer base including Ford, Chrysler,

General Motors, Honda, Freightliner and Navistar. Position reports to

the Vice President and General Manager of Operations as well as the

Director of Materials.

o Five direct reports: Two Production Control Managers, One Production

Readiness Manager, One Senior Buyer and One Senior MRO Buyer. Total

staff including salaried and hourly associates of 100 employees.

. Achievements

O Vendor Managed Inventory system implemented with a 3PL partner in

November, 2009.

Benefits of the VMI program include enhanced supply chain visibility,

lean material

delivery systems, improved receiving transaction accuracy as well as

positive cash flow

savings to Trico. As of the end of the first quarter of 2010, six

suppliers had signed VMI

agreements which are estimated to result in a $350K inventory savings.

o Implemented $400K of annual logistics savings as a result of the

re-routing of sea

containers through the Panama Canal.

o Achieved $1.0M of annual savings as a result of the transfer of the

Aftermarket Packaging

business from Brownsville Plant 9 to Trico Matamoros Plant 5 in June,

2007.

o Opened a new Greenfield warehousing facility in Matamoros in

support of the Aftermarket

packaging transfer. Implemented Trico's Warehouse Management System to

support

accurate inventories and a robust FIFO system.

o Reduced the number of SKUs under management from 3000 to 250 SKUs

through the

implementation of a revised Aftermarket master scheduling system that

optimized

inventory and ensured availability of product during the higher sales

season. This initiative

has greatly reduced shortages to Trico's Aftermarket customers.

o A $250K inventory reduction was realized as a result of the

implementation of pull

replenishment systems for alternate motor gears.

o 100% ship window compliance for all OE customer shipments from

January-October, 2009.

DIEBOLD CORPORATION, Lexington, North Carolina

Dec 2005 - May 2006

Materials, Logistics and Warehousing Director for North Carolina

Division

. Scope of responsibility

o Director in charge of supply chain management, logistics and

warehousing for the Diebold

North Carolina Division. Diebold is a manufacturer of safes, ATMs and

other security

related products for the banking industry.

o Five direct reports: One Materials Manager, one logistics

supervisor, two warehouse

managers and one systems engineer.

. Achievements

o Project Manager for the implementation of a VMI Hub for the North

Carolina division. This

project generated over $2.0M of additional free cash flow as well as

supported lean

delivery systems to the plant warehouse.

o A $300K annual savings was realized as a result of a redesigned local

logistics network.

o Part shortages were reduced 85% as a result of improved

warehousing, addressing and shop floor delivery systems.

o Implemented $250K of annual logistics savings as a result of the

re-routing of sea containers through the Panama Canal.

DELPHI CORPORATION

(1985 - 2005)

DELPHI CORPORATION, Matamoros, MX

Aug 2005 - Dec 2005

Supply Chain and Logistics Manager - RIMIR/DASA

. Scope of responsibility

o Manager in charge of supply chain management and logistics for two

Delphi facilities: Delphi RIMIR supplying supplemental inflatable

restraint systems to OEMs including GM, Ford, Daimler Chrysler and

Hyundai and Delphi DASA supplying seatbelts and restraints to both GM

and Ford. Position has a matrix reporting structure to the Director of

Global Production Control and the Plant Operations Manager. Annual

purchase of $375M.

o Four direct reports: One Supply Chain Manager for RIMIR and one

Supply Chain Manager for DASA, one Systems General Supervisor and one

Production Readiness General Supervisor.

. Achievements

o Within the first month, material shortages were eliminated in DASA

and ship window compliance was improved by 30%.

o Achieved $1.8M of raw material inventory reduction during the month

of Sept 2005.

o Implemented auditable standard work in order to sustain and

continue improvement

trends in all metrics.

DELPHI CORPORATION, Matamoros, MX

Nov 2003 - Aug 2005

Production Control and Logistics Manager CMM2

. Scope of responsibility

o Manager in charge of master scheduling, customer service, supply

chain management and logistics for a facility of 1800 employees and

with annual sales exceeding $150M. CMM2 produced steering wheels and

door closure systems for major OEMs including GM, Ford, Hyundai and

KIA. Delphi CMM2 was recognized by the General Director of Production

Control as the best delivery and outbound premium performance in Delphi

E&S during the 2004 calendar year. Annual purchase of $250M.

o Four direct reports: One Supply Chain Manager, one Scheduling and

Customer Service General Supervisor, One Supermarket and Receiving

General Supervisor and One Systems General Supervisor.

. Achievements

o $1.3M savings in premium freight realized in 2004 versus 2003.

o Ship window compliance improved from 96.5% to 99.4% in 2004.

o Reduced inventory dollars from $10.5M in January 2004 to $8.4M in

December 2004.

o Saved $130K annually through the implementation of shared milk

runs with a Delphi

CMM2 customer.

o $300K of annual logistics savings realized as a result of the

optimization of the local

transportation network supporting Delphi CMM1 and Delphi CMM2.

DELPHI CORPORATION, Lansing, MI

Oct 2002 - Nov 2003

Production Control and Logistics Superintendent - Lansing Cockpit

Operations

. Scope of responsibility

o Responsible for supply chain management, material movement and

customer service in a JIT sequenced cockpit assembly plant. Position

has a matrix reporting structure to the Manager of Global Production

Control and the Plant Operations Manager. Annual purchase of $450M.

o Six direct reports: Two Supply Chain Supervisors, two Receiving

Supervisors and two Shipping Supervisors.

. Achievements

o Inventory reductions of $2.4M year over year, contributing to

positive cash flow for the

cockpit operations. Inventory turns increased from 70 to 110 turns.

o Worked closely with the logistics team and developed transportation

solutions that saved over $1.1M in annual freight costs:

. Trailer cubing analysis was conducted and evaluated quarterly.

Changes to the plant's volume and mix allocation were also evaluated to

ensure that all trailers were utilized as efficiently as possible.

. Worked closely with other Delphi cockpit plants to develop shared

logistics initiatives, resulting in savings for multiple locations.

. Eliminated straight trailers from two separate supplier warehouses

located in South Texas. Replaced the straight trailers with a milk run

that picked up freight from both warehouses.

o $160K annual savings realized through standardized and improved

material handling practices.

DELPHI CORPORATION, Lansing, MI

May 2000 - Oct 2002

Operations General Supervisor - Lansing Cockpit Operations

DELPHI CORPORATION, Warren, OH

Jul 1999 - Apr 2000

Operations General Supervisor

DELPHI CORPORATION, Warren, OH

Jul 1995 - Jun 1999

Quality Engineering General Supervisor

Education 1981-1985 Virginia Polytechnic Institute and State University:

Blacksburg, VA.

BS - Industrial Engineering & Operations Research

. Graduated Summa Cum Laude (GPA: 3.82)

References Dr. Eduardo Richa

James M. Sladovic

Frank Natoli

Personal Married with no children

Executive Leadership Member - Greensboro chapter of the American Heart

Association

2012 Top Fundraiser - Greensboro AHA Heart walk

OSHA 10 Certified

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