Scott Napper

**** *****-***** ****, *******, Ontario N0B 2T0

Home: 519-***-**** Cell: 519-***-**** ¬ E mail: acsd8x@r.postjobfree.com

ca.linkedin.com/in/napperscott/

Passionate, adaptable senior leader and change agent, with 19 years of progressive and expansive global manufacturing & operations experience. A highly motivated natural leader with strong business acumen and a tireless drive for continuous improvement who has achieved demonstrated success and significant measured results through creative solutions and exceptional employee engagement / teambuilding skills.

Core business competencies include:

Executive Leadership, Manufacturing, Operations, Engineering, Outsourcing, Vendor Management, Supply Chain Management, Sourcing, Contract Management, Production Planning, Asset Management, Production Maintenance, Failure Analysis, Product Repair. Creative Problem Solving, Project/Program Management, Inventory Management, Budget Preparation & Adherence, Metrics (KPI’s), Process Improvement, Lean Manufacturing, RCCA, Adaptability, Business Acumen, Strategic Organizational Design

PROFESSIONAL EXPERIENCE

Tamaggo, Montreal, Ontario 2015 – Present

VP OF PRODUCTION

Ownership of all aspects of manufacturing through Asian EMS partners including the transition between conception & prototyping to full volume manufacturing with a focus on meeting target product costs and margins.

Currently working with internal & external development teams and key China based suppliers to prepare for upcoming proto builds and mass production in early 2016.

Kicked off pricing negotiation & MSA creation and negotiation with key suppliers

BlackBerry (formerly Research In Motion), Waterloo, Ontario 2004 – 2014

DIRECTOR – Engineering Services 2010 – 2014

Led a team that was responsible for the New Product Readiness Project Management, Manufacturing & Distribution, Outsourced Development, Maintenance Support, Supply Chain, Capacity Planning & Asset Management of all of BlackBerry's Global production test systems.

Key Achievements:

Business Champion, working in collaboration with Legal, Finance and Senior Executives for the engagement and creation of Global MSA with Liquidity Services to conduct auctions of global excess assets recovering $3.5 million in cash.

Created and executed official “Invitation To Bid” process for the sale of excess assets recovering $11 million in cash

In collaboration with key European-based supplier decreased product lead times from 12 to 5 weeks through joint inventory ownership model, alternative suppliers and components, and increased capacity at their Beijing and Estonia plants.

Delivered $12 million in savings contribution to CEO led “CORE” program through alternative supplier and component sourcing, procurement process changes, capacity re-use, and many other creative efficiency seeking initiatives.

Led the seamless global transition from manual to automated test systems coordinating the product rollout, delivery, setup, qualification and technician training at global EMS sites as well as “wind down” activities for manual systems.

Strategically implemented a vendor managed inventory (VMI) program to provide spare parts support for global internal and external customers resulting in a 10% reduction in team work load.

In collaboration with Finance and Outsourcing Operations Senior Leadership, conceived and built a supporting business case and obtained COO level approval to radically shift the global asset purchasing and ownership practices of critical manufacturing equipment from an EMS purchased and owned model to a full consignment model. This initiative delivered a 5 year ROI due to significant cost savings through increased asset utilization and elimination of inflated EMS costs.

Completed comprehensive equipment and services sourcing project with multiple global equipment vendors resulting in 387% reduction over list price plus additional 2 years of warranty as well as comprehensive global spares and technical support agreement saving $50 million over equipment life cycle.

In conjunction with the Technical Director for Test, overcame many technical obstacles and resistance from multiple Engineering groups to implement a dual 4G test instrument strategy thus eliminating the constraints of being single sourced unlocking the opportunity for the equipment sourcing project mentioned above.

Reduced department inventory through various methods from $14 million to $2 million in 2 years at the first sign of a handset volume decrease.

GLOBAL TEST SUPPLY CHAIN MANAGER 2009 – 2010

Led a team of 50 employees through 2 Senior Managers that was responsible for the Global Test Capacity planning, New Product Readiness Project Management, Manufacturing & Distribution, Maintenance Support, Supply Chain, Asset Management of all of BlackBerry's Global production test systems. Also responsible for implementing and managing the Waterloo Campus calibration service as well as the setup and continued support of Waterloo’s manufacturing test systems.

Key Achievements:

Conceived and implemented a strategic plan to convert existing obsolete test stations located at multiple EMS partner sites to support new products saving $8,000 per fixture, totaling $9.9 million in savings over 6 quarters.

Implemented two third party operated (Averna) test fixture conversion hubs in Mexico and Hungary to support the localized aforementioned test fixture conversion program, overcoming multiple security and setup challenges and expediting and simplifying test station conversions process for new products.

Championed the creation and implementation of a homegrown database to optimize the administration and worldwide inventory management of test fixture spare parts, fortifying accountability and order tracking to measure service levels and drive improvement.

Implemented a competitive tendering environment through a multi-vendor strategy for the manufacturing of test systems, resulting in a 20% reduction in costs and a 100% manufacturing capacity increase.

TEST SUPPORT MANAGER 2005 – 2009

Responsible for a 4 crew 30 person team of Test Engineering Technicians which operated on a 24/7 basis and supported the setup, ongoing performance, maintenance, and calibration of 200+ test stations across multiple product families.

Key Achievements:

Working in partnership with the Test Integration Manager, conducted exhaustive negotiations with the sole test fixture partner – Averna – to increase test fixture output by 400% within 3 months to meet upcoming product demand.

Handpicked by senior leadership to implement a third party (Agilent) run calibration lab responsible for supporting the Waterloo and Cambridge campus saving multi-millions in shipping, setup, labour, and lost production costs.

In collaboration with the database team, created and implemented an online work order request & maintenance planning system to support Waterloo’s production test systems.

PRODUCTION MANAGER 2004 – 2005

Responsible for the Management of a complete production line (SMT through final assembly and test) for multiple products for one shift.

Implemented in conjunction with HR team a “Loonie For Lunch” reward system.

Celestica, Toronto, Ontario 1995 – 2004

DEPARTMENT TECHNICIAN STRATEGIC FAILURE ANALYSIS FOCAL POINT

Managed the Failure Analysis Department supporting multiple customers, swiftly uncovering problem issues on information gathering for failed products.

Collaborated with component engineers to create a process to log and track defective components back to supplier and recover costs.

Worked with the database group to create a tracking system to strengthen technicians work and increase rate of repair by 15%.

Altered an ineffective Kanban practice, introducing an unprecedented 3 phase flow model with defined process and time limits to significantly decrease average repair cycle time by 2 days

PROFESSIONAL DEVELOPMENT & EDUCATION

Strong proponent of continuous learning; selected courses include:

Root Cause Analysis Tools and Methods Problem Solving Fundamentals

“Lead On” People Leadership Development Coaching & Feedback

Attendance Management Conflict In The Workplace

Leading High Performing Teams Goal Setting For Performance

Recognition – Making Your Staff Feel Value Creating Customer Relationships

Creating Customer Expectations Managing Conflict

Niagara College, Welland, Ontario 1995

DIPLOMA: Electronic Engineering Technology

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