Manager Customer Service

ALBERT KEAL

N***W***** Raintree Drive - Germantown, WI 53022

262-***-**** (H) - 262-***-**** (C) - acft1f@r.postjobfree.com

OPPORTUNITY GOAL

Executive management position in Global Supply Chain Management /

Procurement / Materials-Inventory Management / Operations areas with direct

accountability for driving positive impact to the company's bottom line.

SUMMARY OF EXPERIENCE

Results driven Senior Executive with over 30 years' experience in World

Class Supply Chain Management, Global Procurement, Inventory & Operations

Planning (SIOP), Global Supply Chain Operations, Demand Flow Technology,

Manufacturing, Warehousing/Distribution Operations and Corporate Logistics

areas. Methodologies utilized at Expert level: Continuous Improvement, Lean

Manufacturing, Demand Flow Technology, Value Stream Management, Change

Management, Continuous Flow Manufacturing and Just-In-Time while employed

by Fortune 500 companies such as Harley Davidson, Cummins, United

Technologies-Automotive, Digital Equipment Corp. has provided me the

opportunity to significantly improve their financial performance and

customer responsiveness.

EDUCATION

Western New England University- MBA

Southern University-BS, Accounting

Specialized training in: Global Supply Chain Management, Supply Chain

Strategy, SIOP, Lean, Demand Flow Technology, Advanced Program Management,

Continuous Improvement, Vendor Managed Inventory, ISO 9001, Business-to-

Business E-Commerce, ERP, EDI, Order Management Systems, Lean

Manufacturing, Warehouse Management Systems, Transportation Management

Systems, Product Lifecycle Management, Communication Skills Development,

Change Management, Operations Management, Contract Negotiations &

Management, Configuration Management, Process Optimization and Continuous

Flow Manufacturing

PROFESSIONAL EXPERIENCE

HARLEY-DAVIDSON MOTOR COMPANY - Milwaukee, WI, 8/1996-Present

Global Supply Chain Materials Quality 4/2012 to Present

I directed a global customer-focused, results oriented organization that

encompasses 4 US plants and one international one in India. In

understanding and defining "Voice of the Customer" I used it to drive

continuous improvement throughout the organization. Develop and integrate

quality initiatives and measurements that align with business strategies.

Use influential leadership to guide the organization in successful

achievement of the quality and operational excellence strategies and

initiatives while applying change management principles to gain momentum.

. Led the organization in successful achievement of the Quality Strategy

through the ability to: influence others, remove barriers to success,

collaborating with key stakeholders, enabling change and motivate,

support, and empower others in the use of quality methods, tools and

techniques.

. Led the transition from a decentralized to centralized supply chain

quality organization utilizing ERP tools, resulting in over $125M

annual cost savings, improved responsive to supplier disrupting, lower

inventory levels, reduced lead times, increased asset utilization and

improvement supplier interaction & communication.

Assure that a system and process for implementing the consistent use

of quality and operational excellence philosophies, tools and

techniques are in place.

. Ensure rigorous process discipline exists among suppliers regarding

prevention, identification, containment and continuous improvement.

Given that we operate in an environment of high customer service and

operational silence enabled by suppliers flexibility and capabilities.

Process discipline and technology underpins continuous improvement in

our overall system effectiveness.

Director of Supply Chain Materials Management, Wisconsin and Kansas City

1/2000-4/2012

Directed the Supply Chain, Materials and Supply Quality functions for 3

manufacturing plants, with matrix management reporting to the Vice

President of Corporate Materials and (3) Operational Vice

Presidents/General Managers. Led the functions of purchasing,

production/inventory control, product planning, logistics, supplier

quality engineering and systems with P & L accountability for a $1.5B

operating budget spend covering OE and MRO.

. Manage a total staff of 160 ( over 3 plants), 4 materials managers, 5

purchasing managers,

3. SQE leads, 3 packing engineering leads responsible for 6 different

platforms

. Saved 1% of operating budget by restructuring Supply Chain department

and optimizing supply base, also spearheaded inventory programs that

reduced carrying costs by 20%.

. Achieved 93% actual against a corporate target of 85% of supplier's

part numbers below 48 PPM and overall cumulative improvement of 68%

for Core Suppliers projects exceeding goal of 50%. Improvements

include compliance on delivery, cost and quality.

Manager Materials and Procurement, 8/1996-1/2000

Procurement of OEM RMI (raw material inputs), new capital equipment, MRO

and transportation were done for the Capitol Drive and Pilgrim Road

facilities. Assured sources of supply for the purchase of OEM material

goods and services. Manage 3 direct and 42 indirect reports with P&L

accountability for $400 million budget.

. Evaluated opportunities to optimize the mix of in-house versus third-

party purchasing saving 4%.

. Saved 5% of budget by initiating basic processes and systems.

. Assured the development of ROI, ROA and cause & effect evaluations

against P&L for major procurement decisions.

DIESEL ReCON CO., Subsidiary of Cummins Engine Co., Memphis, TN, 1995-1996

Plant Materials Manager

Drove make-versus-buy decisions and fostered partner production

opportunities optimizing supply chain structure to be responsive to

highly competitive, fast-changing markets. I implemented asset balance

among cost, flexibility, and controls. Managed procurement,

production/inventory control, product planning, core management, and

warehousing. Had 5 direct and 15 indirect reports with

P&L accountability for $300 million budget

. Saved 6% by remanufacturing products resulting in the need for fewer

new raw materials to manufacture products.

. Achieved efficiency rate of 83%, an 8% improvement.

BPA ENTERPRISES - Vice President of executive search, Detroit, MI. 1994-

1995

UNITED TECHNOLOGIES, Automotive Division, Dearborn, MI, 1993-1994

Divisional Procurement and Logistics Manager

Designed and implemented global integrated supply chain strategies with

clear understanding of supplier economics and market conditions. Managed

supplier performance and orchestrated development of long-term

partnerships. Implemented supplier quality metrics, and project

management of improvement work. Directed global manufacturing

distribution, inventory management, procurement, production, planning,

and third-party sourcing, supply chain technology and information

systems. $400 million budget P&L accountability. Managed 7 direct and

30 indirect reports and directed 17 manufacturing locations in 3 foreign

countries.

. Negotiated innovative divisional partnership agreements with 5 major

manufacturers, increasing new revenues 40% and reduced total supply

chain and logistical cost

. Improved efficiency 20% by restructuring positions and reengineering

work.

. Launched new products annually, including wire harnesses for Toyota,

Honda, Nissan, and the American Big Three that generated 32% in new

income.

DIGITAL EQUIPMENT CORPORATION- MAYNARD, MA. 1976-1993

PLANT Supply Chain MANAGER, Last position held 1991-1993

I managed the Springfield, Ma. Procurement function of a high volume ISO

9000 certified component and systems plant. Had a workforce of 5 direct and

71 indirect reports with P&L accountability for a budget of $376M. The

measure to performance functions included material acquisition/order

administration, production/inventory control, and product planning,

warehousing /distribution, and information management/technology.

. Restructured work team configuration to expand career development

opportunities and better align strengths with responsibilities while

achieving full time equivalent reductions.

. Delivered 24 to 48 hour cycle time for manufacturing and shipping of

P. C. products.

. Facilitated the implementation of the plant's updated Materials

Planning System.

. Developed and fostered the human capital of the procurement function

such that each member was achieving his/her maximum contribution.

Other related positions held - Sourcing Manager, Program Manager, Logistics

Materials Manager, Manufacturing Materials Manager, Plant Procurement

Manager, Inv./Prod. Control Supervisor, Senior Materials Analyst,

Purchasing Supervisor, Senior Project Manager,

BENDIX CORP., Senior Buyer, 1973-1976

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