JOHN T. PERRY

*** ******** *****

Salisbury, NC 28146

e-mail: acs2qx@r.postjobfree.com

704-***-**** (w) & 704-***-**** (h)

SUMMARY

Internationally experienced Materials Manager (CPIM) with 20 years diverse experience in Logistics, Purchasing, Quality Assurance and Production Control. Global experience in the Americas, Indian Sub-Continent and Europe.

EXPERIENCE

Remington Outdoor Company – Huntsville, AL 07/14 -03/15

Materials Manager (Contract consultant)

Responsible for Receiving, Shipping, internal materials movements, Inventory Management, and Traffic for a soon to be $1 Billion plant within Remington. This is a “green field” operation starting up in Jan. 2015.

Developed budgets and staffing schedules for the entire facility’s shipping / receiving / materials movement and warehousing.

Created SOP’s for areas under my control along with training procedures and escalation procedures for items or processes off track.

Defined, implemented, trained and refined the company’s implementation of SAP software into the company’s first “fully functional” SAP facility.

Used lean processes to layout and devise pick areas for WIP items to be assembled. Reduced travel time to pick and made the picking of items required easier to locate.

Fiber Composites, LLC – New London, NC 2008 - 2014

Director of Supply Chain Operations

Responsible for Logistics, Shipping, Receiving, warehousing, Inventory Management, Production Scheduling, and Assembly for a $175 million company. Major customers include Lowes and Home Depot as well as major regional distributors in the building and home improvement trade.

Lead the use of “lean” techniques to improve material flow (and reduce direct labor) through the assembly and packaging lines. Resulted in a 20% labor savings.

Worked with MFG to “inline” package two high volume finished goods directly off of the extruders, thereby reducing labor, handling damage and “touches”. Eliminated WIP packaging and two material handling steps.

Created pick and pack area for small parts used in the assembly and decoration of railing systems. This included brackets, lighting systems, and decorative trim items. Developed SOP's for replenishing this forward pick area from bulk storage

Converted from a solely in-house transportation team to a shared team with CH Robinson (3PL) reducing costs in the first two years by over $2 million dollars.

Partnered with Sales and customers to reduce off shore shipping cost 15% during a time of increasing shipping rates. Export was approximately 10% of business.

Reduced packaging sku’s by 30%, eliminated duplicate packaging, consolidated pallet sizes, standardized “shrink bags” which resulted in $50k savings per year.

Advance Auto Parts. - Roanoke, VA 2002 - 2008

Director of Corporate Purchasing

Responsible for receiving, stores, purchasing and production control for all of Advance Auto Parts non-retail products. Annual spend in excess of $400 million.

Negotiated $2.5million in savings for recycling used oil collected at retail stores.

Generated over $900k in savings by conducting a reverse auction on corrugated bin boxes.

Created savings for HVAC equipment for new store construction in the amount of over $500k

Improved inventory accuracy in the fixtures area from 60% to 99% in 3 months.

Trained others and used Quick Source (Ariba) reverse auction software on a week to week basis

Improved Store Supply fill rates from mid 80%'s to 97% consistently

Increase inventory turns from 2.5 to 5.5, while expanding store count 10%.

Worked with all non-retail departments on spend reduction strategic i.e. Logistics, HR, Advertising, Visual Merchandising and Store Operations which generate a total yearly savings of over $15 million.

Participated on the implementation team for PeopleSoft ePro and Purchasing modules and assisted in the upgrade of PeopleSoft financials

EGS – Electrical Group (Division of Emerson Electric); Columbus, NE 2000 - 2002

Materials Manager

Responsible for shipping, receiving, stores, purchasing, production control, maintenance, tool and die shop and tool crib of a $150 million, 300K sq. ft. division of Emerson Electric. Primary products include hazardous location lighting, switches and connectors as well as general-purpose industrial grade electrical connectors. Included 20 screw machines, 15 tri axial CNC machines, and cellular manufacturing and assembly for this 450 person 24/7 plant and distribution center.

Assisted in conversion from an in-house stores locating system to a company wide ERP system (BPCS).

Converted warehouse locating/ship/receive system to a “canned” warehouse management system (Log Pro)

Improved fill rates from mid-80% to low 90%’s consistently

Reduced inventory from $22 million to under $18 million in 12 months

Developed management production reports to identify bottlenecks and possible “stock out” situations based on production vs. sales data

Participated in and developed production plans for monthly SOP meetings

Danube Ltd. – Headquarters; Budapest, Hungary 1998 - 2000

(Baja, Hungary & Lugoj, Romania)

Logistics Manager – (consultant – 2 year contract)

Responsible for purchasing, shipping and receiving, packaging, warehousing and distribution functions for Danube’s two production facilities (Baja, Hungary and Lugoj, Romania).

Formed multi-cultural team to coordinate and improve global purchasing. Implemented minimum/maximum inventory control systems, cycle counting and obsolete disposal procedures for purchased products.

Globally purchased product in 8-10 different currencies; coordinated and established procedures for the logistics and customs clearance involved in order to receive product both timely and cost effectively.

Worked with production control and Quality Assurance areas (in two countries) to develop performance reports applicable to both countries.

Coordinated and smoothed shipping to Danube’s major customers (Nike, GAP, Levis, Russell and Old Navy) in Western Europe, Asia and the States. Improved on time shipping from 76% to over 90%.

Assumed responsibility in a crisis situation for the Lugoj, Romanian facility to better coordinate customer needs with capacity. Increased production 20% in 3 weeks and got the plant back “on time” with shipping.

Oxford Industries; Vidalia, GA 1991 - 1998

Plant Manager Trim Distribution

Responsible for the purchasing, receiving, stocking, pulling and distributing of over 12,000 SKU’s to both domestic and off-shore production facilities. Shipped and coordinated receiving for Oxford’s owned plants and contractors in Latin America and the Philippines and Hong Kong in the Far East. Employed 100 operators with an annual payroll in excess of $1,000,000/yr and budgeted spending of over $14,000,000/yr.

Reduced Express shipping costs from $775,000/yr to $100,000/yr.

Reduced productions costs from $2.30/dozen to $1.23/dozen

Improved outgoing quality from 5% errors to less than .4%.

Improved inventory turns from 6 turns per year to 15

Worked to improve BOM accuracy from 20% erroneous orders to less than 5%

Improved on time and complete shipping performance from 65% to 90% consistently

Tultex Corporation;’ Martinsville, VA 1981 -1991

Manager, MRP Parts and Findings

Scheduled weekly yarn acquisitions, knitting and dyeing process of 1,300,000 pounds of material at two knitting and dyeing locations. Coordinated findings used in a garment’s assembly (zippers, woven collars, hangtags, etc.)

Assisted in the selection, implementation and fine-tuning of a “canned” MRP II software system (CAS).

Reduced in process inventories of yarn and fabric by 75%.

Department Supervisor – Quality Assurance/Industrial Engineering/Process Development

Supervised QA Auditors and Lab Personnel, Process Development Technicians, as well as Industrial Engineers in Tultex’s Textile plants.

EDUCATION and SYSTEMS

North Carolina State University; Raleigh, NC

BS in Industrial Engineering

APICS Certification 1990, Recertification 2002

Microsoft - Excel, Word and Power Point proficient

MRP II / ERP – Cullinet (Computer Associates), BPCS, Log Pro, PeopleSoft (ePro, Purchasing, Accounting), SAP

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