Manager Supply Chain
Resume:
BRENTON “Brent” L. KOZAR
Concord, Ohio 44060
*.*****@*********.***
CAREER SUMMARY
Accomplished self- motivated customer focused leader with expertise in Operations and Materials Management, with a proven track record of building and leading cross-functional, multi-site teams, driving change and implementing processes to improve business results. Expertise includes:
Supply Chain
Leadership and Coaching
Teambuilding
Strategic Focus
Project Management
Results Oriented
Problem Solving
Supplier Relationships
Certified LEAN Practitioner
ERP Systems Implementation
PROFESSIONAL EXPERIENCE
North Coast Composites /NC Tool & Mold, Inc. Cleveland, Ohio 2014 - Current
Operations Manager
Lead an organization that produces composite parts and tooling for the commercial and aerospace markets.
Improved on time delivery from 65% to 100%.
Customer Delivered Quality performance improved to 100%.
Reduced inventories by 54%
Reduced in process non-conformances by 38%
Increased through put by 54%
Re-qualified organization to ISO / AS 9100 certification.
Implemented Lean practices to support the above objectives
HDI LANDING GEAR USA, INC., Strongsville, Ohio 2012-2014
Director, Materials
Managed supply chain activities for a multi-site international aerospace organization.
Negotiated major long term agreements for: subcontracted processors, transportation and tooling supplies, reducing cost by average of 17%.
Improved physical inventory process by eliminating redundant activities and establishing a cycle count process. Reduced annual inventory shrink from $175K to $15K.
Negotiated multiple supplier long term agreements specifically related to the F-35 program. Resulted in $400K cost savings for the first two years of deliveries.
Team Lead for implementation of BAAN ERP system from Global Shop.
Established supplier scorecard metrics to clearly communicate suppliers overall performance. Improved supplier metrics of delivery to 98.9% and quality to 99.6%.
BRENTON L. KOZAR PAGE T
E2 PRECISION PRODUCTS, Brooklyn, Ohio 2008-2012
Vice President, Operations
Directed plant operations by focusing on safety, quality, delivery and cost in a 24/7 manufacturing and assembly environment.
Rebuilt and reorganized staff to accomplish three-shift operation.
Implemented new scheduling system reducing past due hours by 22%
Outsourced 24% of shop hours to improve delivery.
Improved OTD from 63% to 86%.
Purchased three new CNC machines to drive through-put and improve quality of product.
Implemented 5S and the LEAN process.
Established training plan for shop associates to cross train for increased efficiency.
Restructured business to focus on assemblies with higher margins.
GOODRICH LANDING GEAR, Cleveland, Ohio
Division Director, Supplier Development 2006-2008
Established an organization to support and improve the supply base and ensure resources were strategically located.
Developed process to rate suppliers based on overall performance, OTD, Quality, responsiveness, and financial evaluation of business.
Drove improvements through supplier visits, understanding capacity constraints, product unit and culture.
Blended team with Supplier Quality Management group to get synergies with suppliers and drive to be AS9100
Team Lead for SAP/ ERP design and implementation.
Director, Materials and Inventory 2003-2005
Drove inventory and transaction accuracy to 99.6% in nine months.
Improved inventory turns to 5.3 from 4.8 in one year.
Defined and implemented bar-coded receiving process that improved receipt to stock. Filled shortages in assembly within two hours of receipt.
Plant Manager, Seattle, Washington 2001-2002
Led a startup facility that worked with major customer (Boeing) to complete landing gear.
Responsible for budget infrastructure cost of $750K.
Hired staff and developed training plan.
Created acceptable Quality system.
Delivered 100% OT
Director Assembly 1998-2000
Directed assembly operations in multiple locations, by managing safety, quality delivery, and cost in a 24/7 environment.
Improved deliveries 10% through linking Cleveland and Tullahoma assembly operations.
Reduced gear build standard hours 20% by implementing lean process flow.
Sr. Manager, Operations 1993-1997
Managed a three-shift operation with responsibility for engineering, maintenance, procurement and manufacturing including 160 shop teammates and 35 salary teammates
Improved efficiency by 11%.
Reduced non-conformances by 16%.
Implemented a Continuous Improvement culture.
Developed key procurement strategy by establishing cross-functional, cross-division teams to execute commodities level purchases to leverage supply base capability.
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