Supply Chain Sales

Dale J. Freitag, Jr.

414-***-**** - Bristol, WI - acp99j@r.postjobfree.com - LinkedIn Profile

VP/Director Supply Chain & Sourcing

Leading Sustainable Cost, Revenue, & Profit Improvements Across The Global Supply Chain

Supplier Relations - Cohesive Teams - Executive Collaboration - Market Share Growth – Supply Chain Efficiency

Global supply chain and procurement leader who builds buy-in for sweeping changes in efficiency and productivity, applying manufacturing engineering perspective to develop and manage suppliers. Reputation for slashing costs and creating profits, with diverse equipment manufacturing and soft goods expertise. US Marine veteran; able to relocate.

Leadership Value Offered

Cost Savings - Risk & Spend Management - Supplier Rationalization & Performance - Inventory Analysis & Improvements

Supplier Development - Commodity Strategy - P&L - Cross-Functional Direction

Multinational Teams - Lean - VMI, Kan Ban, JIT, Kaizen, Value Stream Mapping, Continuous Improvement - Demand Flow

Leadership Qualifications in Action

Rapid Profit Growth: Facilitated back-to-back, record sales in 2013-2014 with Artisans Inc. supply chain reorganization enabling efficient production ordering, operations, and delivery / receiving processes.

Brand Recognition & Savings: Converted Artisans supply chain practice to use branded boxes returning $129K total savings, while strengthening brand identification among key customers.

Supply Chain Authority: Managed $150M budget and multinational teams / Suppliers as Commodity Manager and Remanufacturing Buyer.

New Revenue & Market Share: Built $10M revenue stream with hydraulic cylinder remanufacturing diverting market share from competitors John Deere, Caterpillar, and AGCO at Case New Holland.

Customer Retention: Preserved $75M in critical projects after supplier pullouts; coordinated supply base rebuild in record time.

“This company is truly fortunate to have someone of Dale’s experience and skill set.” – CEO, Artisans Inc.

Professional History

Techteriors, Mequon, WI 2014-2015

DIRECTOR OF SUPPLY CHAIN/CONSULTANT

Consolidated 12 Suppliers into 2 within First 3 Months - Captured 8% Savings for 2015 in First Four Months

Leading VAR and Integrator of commercial and residential AV Technology in its market outgrowing many practices and processes in place and was brought in to help lead company through growing pains. By identifying process gaps and breakdowns, inadequate ERP and WMS systems along with solutions, accommodating a significant growth is no longer the concern it once was to the overall growth curve.

Warehouse & Receiving Improvements - Departmental Process Improvement - Cost Savings - Team Development

Quantifiable Results: Developed layout and plan for build out of new office space and warehouse

Build Supply Chain department from the ground up including implementing measurable processes, a strategic mindset and new warehouse layout.

Reduced accounting inventory reconciliation from 5 months to 1 day. 1st time accomplished in co. history.

Reduced on hand inventory 20% while decreasing lead-time to 2 days on most expensive and job critical parts

Dale J. Freitag, Jr. - Supply Chain Executive

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Artisans Inc., Glen Flora, WI 2012-2014

GLOBAL DIRECTOR OF SUPPLY CHAIN

Boosted On-Time Delivery 65%-98% in First 6 Months - Reduced OPEX & Improved Performance

Quickly restructured supply chain impacting profit and sales volume at manufacturer of lifestyle and leisure apparel, reversing flat profit trend after recruitment to streamline and improve process. Standardized supply chain, receiving, logistics, and supplier procedures; improved time-to-market and revenue-producing capability.

Team Development - Inventory & Receiving Improvements - Employee Engagement - Cost Savings - Supplier Relations

Offshore Inventory Efficiencies: Cut time-intensive receiving and QC process time 84% (3-4 weeks to several days), requiring just 3 employees vs. 11+ and eliminating need for recounting.

Identified redundant touch points through time study and recommended smaller shrink-wrapped packs for easy access.

Empowered teams to suggest improvements for better buy-in.

Inventory Process Improvements

-New Handling & Storage Procedures

-Reduced Inventory Counting

-Palletized Shipments Stored in 3 Days

-Consensus-Building & Team Engagement

-Up to 30% Reduction in Expediting Costs

Production Backlog Resolution: Improved coordination and obsolete inventory challenges with Supply Chain changes key to reducing order backlog from 4 months to 5 weeks.

Illuminated supplier performance and staffing needs by separating inbound / outbound offshore and domestic G/L accounts.

Department-Building & Development: Formalized Supply Chain group, reducing chaos and setting clear priorities.

Added QC function and Buyers, Transportation staff, and developed Production / Demand Planners. Pulled junior staff into key projects to deepen experience.

Mentored Director-level colleagues to build leadership team strengths (instrumental in preparing company for sale).

Sales & Volume Growth

-Refined Supplier Performance

-Faster Order Fulfillment

-55%-to-89% Rise in Available Product

-Expedited Problem-Solving Abilities

-Accelerated Speed-to-Market

Reorganization & Team Development

-CEO Collaboration & Partnering

-Improved Inter-Team Communications

-Change Management

-Team-Building & Mentoring

-Management Performance

Quantifiable Results: Secured significant cost savings (after presenting data analysis to owner and CEO) for changes including brand-building switch to labeled boxes vs. discarded supplier boxes.

Negotiated competitive vendor terms, creating bidding package with graphics files for company brand label.

Controlled Systems Corporation; Motorcycle Manufacturer; Appliance Service Firm, WI 2010-2012

SUPPLY CHAIN & OPERATIONS CONSULTANT

Adjusted Inventory & Warehouse Space for Cost Improvements - Maximized ROI on Company Liquidation

Led substantial drop in costs, with improved inventory turn rates, at #1 motorcycle supplier to European customer base. Assisted appliance service business owner to evaluate inventory turns and reduce holding costs, serving as business advisor on efficiency improvements. Exceeded liquidation requirements at contract mechanical company.

Inventory & Warehouse Analyses - Cost Reductions - Demand Planning - Lean Principles - Project & Scheduling Analyses

$2M+ Inventory Savings: Secured intermediary site and reclaimed 12,000 sq. ft. in warehouse for new products at motorcycle company.

Assessed product mix, use, storage, and impact on staff; assisted in adjustments to stabilize warehouse and leverage parts on hand.

Analyzed seasonal needs according to product sales cycles.

Cost & Turn Rate Improvements

-Contingency Planning

-New Secondary Warehouse Solution

-81% On-Hand Inventory Reduction

-Production Schedule Analysis

Liquidation ROI: Maximized inventory value with on-hand stock assessment, supplier restocking requests, sales to competing businesses, and equipment auctions at Controlled Systems Corporation.

Negotiated better A/P terms (cut $250K to < $10K in liabilities a 96% reduction) and project scheduling; addressed union dues and pending projects to streamline shutdown.

Dale J. Freitag, Jr. - Supply Chain Executive

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Case New Holland, Racine, WI 2008-2010

COMMODITY MANAGER (2009-2010) REMANUFACTURING BUYER (2008-2010)

Resolved Issues Threatening High-Profile Customer Orders - Met Customer Demand & Created New Sales Revenue

Brought in to manage supply chain spend ($40M as Buyer, $150M as Manager) based on mechanical aptitude, overseeing heavy equipment manufacturing inventory (axles, hydraulics, u-joints, gearboxes, rotating electrical, transmissions). Guided employees and executives in numerous first-time challenges, including supplier issues and customer demand for remanufactured parts gaining market share increases and sourcing suppliers capable of meeting long-term needs.

Supplier Evaluations & Partnerships - Customer Fulfillment - Multinational Team Direction - New Ventures

COMMODITY MANAGER REMANUFACTURING BUYER: Case New Holland

Remanufacturing Challenge: Rectified time-sensitive failing aftermarket gearbox issue, limiting claims exposure by creating short-term solution in concert with remanufacturing supplier.

Built new engineering, marketing, customer, service, and field rep team to study problem and offer solutions.

Peak-Time Engineering Solution

-Supplier Partnership & Collaboration

-Dealer Corrective Action Bulletins

-Rapid Temporary Replacement Solution

-Root Cause Analysis

Supplier Replacement Initiative: Resolved urgent challenge, preserving $75M in critical projects, after pullout of 2 major suppliers; built multinational, cross-functional teams (Presidents, VPs, engineering, marketing, attorneys) to secure data and documents (with OEM approvals) needed to fulfill orders.

Directed all phases for critical projects, mitigating risk and negative customer feedback with successful delivery of new products. Set weekly progress meetings and tracked timelines to maintain aggressive pace.

Rebuilt supply base to obtain required components, with oversight of cycle testing and other challenges.

New Revenue Stream & Market Share: Launched hydraulic cylinder remanufacturing well-received by customers (after discovering major competitors remanufacturing CNH parts).

Researched and qualified suppliers key to offering hydraulic cylinders at fraction of new cost.

Coordinated sales campaign rollout with Business Development.

Supplier Development: Built relations with #1 supplier, leading to $140M Remanufacturing JV serving North America, including commitment to 60% of sales plus facilities, staff, inventory management, and warranty claims.

Cost & Part Number Reductions: Rationalized optimum u-joint supplier base, with $1.4M savings, 60% drop in part numbers, and supplier consolidation (from 18 to 3) after analyzing capabilities.

Dedicated Computing, Waukesha, WI 2005-2007

SOURCING ASSOCIATE

Leveraged Ability to Read Mechanical Drawings in Supplier Rationalization, With 65% Drop in Inventory

Administered sourcing for high-volume, low-dollar commodities, refining receiving and procurement processes with application of contentious improvement methods. Recommended focus on multiple customer vs. single key-customer strategy (ultimately affecting 47% of revenue). Managed $15M spend.

Growth Leadership: Influenced $60M to $263M growth via efficient supplier management and processes.

Led effort to refurbish complex storage containers accelerating lead time and bringing annual container costs down 90% ($1.8M to $180K) after just 6 shipment cycles.

Cut receiving and material handling labor costs $75K with value stream mapping / Kan Ban system.

Produced $245K savings in single quarter by conducting gap analysis and launching competitive bid process.

Dale J. Freitag, Jr. - Supply Chain Executive

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Previous Experience: U.S. Marines

Marine of the Quarter (1999); Expeditionary Service Medal (1998); Naval Unit Citation (1999)

Overseas Service Deployment Medal (1998); Certificate of Commendation (1997, 1999)

Education & Credentials

BACHELOR OF SCIENCE: Operations & Supply Chain Management, 2005

Marquette University - College of Business, Milwaukee, WI

APICS Certified Supply Chain Professional (CSCP) - In Progress Lean Demand Flow Certification JCIT (2007)

Professional Affiliations

Institute of Supply Management (ISM) American Society of Quality (ASQ) Disabled American Veterans (DAV)

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