Customer Service Sales

Mark R. Robinson

**** ****** **** ******, ** C: 920-***-**** *********@*****.***

Supply Chain Professional

Goal-Orientated purchasing and supply chain professional with 20 years of end to end experience resulting in strategic

supplier partnerships, process improvements and cost reductions. Solid skills relating to developing metrics, utilizing

capacities and opportunities to increase material flow and customer service levels. Core Competencies include:

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End to End Supply Change Sales and Operations Planning

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Materials Management Continuous Improvement

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Root Cause/Corrective Action analysis Capacity Planning

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Strategic Partnership Development Procurement

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Change Management Production Planning and Scheduling

Professional Experience

Arow Global Inc., Mosinee, WI.

Manufacturer of transportation window systems.

Supply Chain Manager April 2013 – June 2014

• Operated as a member of Arow’s Senior Management team with responsibility for purchasing, production

planning and customer service.

• Developed strategic partnerships with key suppliers representing 40% of the annual material spend. Critical

commodities/services included aluminum extrusion, glass and outside fabrication.

• Participated in Corporate wide Purchasing Council meetings to brainstorm key supply chain strategies across

sister companies. Key result: moved aluminum extrusion supply from Canada to Wisconsin, resulting in a cost

avoidance.

• Worked with manufacturing and production planning to develop a capacity planning tool resulting in increased

visibility on overtime needs and short term hiring decisions.

• Implemented Monthly Sales and Operations planning to showcase long term sales demand vs. capacity, an

inventory trend status and lead time projections. Result: ability to make more informed capital equipment and

manpower decisions.

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Brillion Iron Works, Brillion WI.

Manufacturer of gray and ductile iron casting.

Planning and Controls Manager October 2011 – April 2013

• Direct foundry production planning team, third party value added services, inventory control, customer service, finishing, and

shipping department.

• Interact directly with key customers regarding demand constraints and resolving supply chain issues using

flexible scheduling opportunities and continuous improvement methodology.

• Developed model to analyze plant capacity in order to flex manufacturing resources according to a customer

base of primarily automotive customers.

• Implemented high level Sales and Operations planning process focused on reviewing sales forecasts, capacity

constraints, new product development, and long term planning.

• Responsible for delivery metric. Currently implementing an EDI filter process projected to significantly improve

delivery performance by systematically monitoring minimum order quantities, lead times and level loading

production plans.

• Involved in Lean implementation, specifically developing foundry raw and component material Kanban and product flow.

Agra Industries, Merrill WI.

A company specializing in the design, fabrication and construction of ethanol, seed and feed facilities.

Procurement Manager January 2010-August 2011

• Manage a procurement team made up of a purchasing supervisor and a buyer/expeditor.

• Lead and coordinate companywide procurement activities related to engineered equipment, tools, structural steel and major

subcontracted labor for construction projects. Average annual spend $50 million.

• Search out and qualify contractors and equipment suppliers for bid package submittals on major construction projects.

• Analyze bid proposals and negotiate contracts based on budgetary limitations.

• Facilitated an immediate $10,000 savings and a longer term discount pricing by re-emphasizing policy, searching for qualified

motor suppliers, creating competition in the bidding process.

• Responsible for aligning material delivery with construction schedules based on timelines established and outlined per signed

contracts.

• Utilizing root cause, corrective action drove cost reduction projects: Reduced the amount of purchase orders cut per day,

reduced purchase order close process by understanding efficiencies within the ERP system, increased supply base creating

more options for better price and quality, proactively qualified sub-contractors reducing the need and cost of expediting and

potentially using less qualified labor.

Thomas Industries, A Gardner Denver Product, Sheboygan WI.

Manufacturer of pumps and compressors for construction, automotive and medical markets.

Distribution Supervisor November 2008-January 2010

• Responsible for managing shipping, receiving and customs compliance teams averaging $500,000 in daily shipments.

• Played critical role in reducing past due backlog from $ 1.2 million to under $200,000 by creating standard work for correcting

material shortages, manufacturing issues and workforce constraints via root cause and corrective actions and assigning

responsibilities.

• Assigned a two person team to establish supplier Kan-Ban plant wide. Two cells completed to date, estimate $ 120,000 in

annual savings.

Pentair Water Inc, Sheboygan WI.

A Joint Venture with GE Water and Process Technologies. Manufacturer of water filtration systems for both residential

and industrial applications.

Materials Manager February 2008 –November 2008

• Directed a diverse team consisting of four purchasing professionals with an annual spend of $65 million, two schedulers

planning 120+ work centers and four shipping and receiving associates.

• Aggressively drove efforts to reduce inventory by $2.6 million YTD by applying Lean principles to scheduling and purchasing.

• Developed SIOP process and forecasting tool for our China operations resulting in a consistent supply flowing to Sheboygan

as well as reducing excess and potential obsolete inventory.

• Implemented an average weeks on hand performance metric for buyers and schedulers to present at monthly management

meetings resulting in increased visibility and a 43% reduction.

• Reduced E&O inventory disposal from 1.05% of Sales YE 07 to currently tracking at .69% YTD through establishing SOP,

replenish management and adding it as a performance metric for buyers and schedulers.

Master Scheduler - Supervisor August 2007 – January 2008

• Managed a team consisting of two schedulers and four warehousing associates responsible for planning, scheduling,

inventory control and shipping and receiving.

• Upgraded production planning systems from manual MRP to a Level Loaded scheduling system utilizing Lean principles

resulting in significant improvement in on time delivery, 89% to 97%.

• Implemented a systems program and process to alert Customer Service of spike orders upon entry, indicating an

acknowledgement is required. Increased customer satisfaction and on time delivery.

• Facilitated Kaizen events focused on developing PFEP (Plan for every part) as part of our Lean journey resulting in a PFEP

template to utilize plant wide and a process for implementation.

Kallista, Kohler WI.

A division of Kohler Company – manufacturer of high end plumbing products.

Buyer January 2004 – July 2007

• Implemented a dual sourcing strategy for Kallista’s high end furniture line using LCC sourcing, resulting in a 60% cost

reduction while maintaining stringent quality standards.

• Lead sourcing efforts to reduce dependency on international faucet suppliers from 100% to less than 50%. Realized a per

unit saving averaging 30% as well as a significant reduction in freight and lead times.

• Developed structure and process to Kallista’s purchasing department by utilizing efficiencies offered in SAP and working

closely with Kohler’s Plumbing purchasing network.

• Order entry to ship complete improved YTD from 2004 to 2005 from 12.7 to 9.4 days.

• A-Item stock outs reduced from 34% 4th quarter 2004 to an average of 12% late 2005.

• Installed a “Pipeline inventory” replenishment plan for Kallista’s Vitreous supplier reducing inventory supply from 9-11 months

to an average of 4-5 currently, without creating shortages.

• Facilitated a change to add scan-able barcode labels to all Kallista boxes. We now have 90+% of our boxes scan-able upon

receipt, resulting in efficiency and inventory accuracy. 2005 Physical inventory was off by less than $ 500.

Kohler Co., Kohler WI. .

Manufacturer of plumbing products and cabinetry for commercial and residential markets.

Master Scheduler June 1996 – December 2003

• Collaborated with Marketing and Sales to develop discrete planning strategies for multiple plants to support Supply

Chain Metrics, while efficiently utilizing capacities, inventories and warehouse space.

• Held Master Scheduling responsibilities for Kohler’s Brownwood, Sanimex, and Foshan Vitreous Manufacturing

facilities.

• Assigned Team Leader for Interceramic’s order entry to shipment process review project. Results: Special handling

cost reduction per load 27%, cut 3 days out of the Virtual Import/Exportation process, established an online order tracking

system for Sanimex to view daily order demand specifically for IC and finally, developed performance-tracking metrics.

• Traveled to Mexico and China to provide production and inventory control training for Materials Departments.

• Actively participated in the monthly Sales and Operations Planning process.

Thomas Industries, A Gardner Denver Product, Sheboygan WI.

Manufacturer of pumps and compressors for construction, automotive and medical markets.

Planner/Buyer February 1990 – June 1996

• Directed all production and procurement activities for $750,000 in monthly shipments.

• Communicated daily with vendors regarding placement of orders, timeliness of delivery,

and economic pricing strategies.

• Was instrumental in improving on-time shipment delivery from 60% to an average of 95%.

Responsible for creating and maintaining a valid Master Schedule for forty diversified

product lines equaling $80 million in sales per year.

• Played an active role in implementing a new integrated business system while

maintaining the integrity of the current system.

Education

Lakeland College, Sheboygan, WI

B.A., Business Administration, 1995

• Earned 100% of all educational expenses while working full time.

• Maintained a 3.6 grade point average.

Lakeshore Technical College, Cleveland, WI

Associate, Materials Management, 1990

• Participated in Kohler’s Greenbelt Certification Program in 2004.

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