Supply Chain Manager

NICHOLAS (Nick) G. WEIDNER

Massillon, OH ***** 330-***-****

********.*******@*****.***

https://www.linkedin.com/in/nickgweidner

SUPPLY CHAIN GLOBAL SOURCING PRODUCT LAUNCH COMMODITY MANAGEMENT

Six Sigma – Black Belt Initiated 12/31/15 - Lean Manufacturing - Change Agent

Experienced executive who achieves superior results by applying his technical, quality and business tools gained from global experience across 5 different industries and 4 engineering disciplines. By effectively interacting within complex matrix organizations this individual achieves excellence in terms of internal and external customer satisfaction. Superior problem solving, decision making, collaborative and communication skills coupled with that certain ability to get things done round out this executives superior toolkit.

Additional areas of expertise:

Operations Supplier Quality Supplier Development VA-VE- DFM Capital Equipment

Continual Process Improvement Toyota Production System

Corporate Governance Risk and Compliance ISO, QS9000, TS16949, Malcolm Baldrige

PROFESSIONAL EXPERIENCE

Eaton Corporation, Cleveland, OH 2014 to 2016

$22.4B Diversified industrial products manufacturer in the fluid power, industrial and commercial controls, automotive, and truck industries.

Manager of Functional Excellence – Global Supply Chain Management (GSCM)

Orchestrated all Eaton Business Systems continuous improvement activities for Global SCM organization.

Success fully Led Eaton Business System Assessment (EBEA) preparation for Asia - Excelling ranking.

Championed global SCM Policies creation/review/rewrite (23 policies completed)

Developed and implemented global “Best in Class” SCM tools/processes

oCreated and implemented SharePoint Site Database for easy retrieval of SCM Functional Tools.

Alpha Technologies/Dynisco/Roper, Akron, OH 2011 to 2014

Alpha specializes in high end test and process monitoring equipment for Rubber and Plastics industries.

Senior Director of Global Supply Chain – Multiple International Sites

Led all of Supply Chain organization including Manufacturing, Purchasing/Sourcing, Planning, Kitting, Safety/EHS, Logistics, Lean/Continual Improvement, New Product Launch, Quality, ISO/TS/QS/A2LA compliance- accreditation, and meeting operational performance KPI’s tied to P&L.

Led Operations portions of 3 new strategic product launches in 2013 while lowering total costs to meet competitive market-based price thresholds resulting in 50% reduction in piece count; 40% reduction in total costs through the use of VA/VE tools (ex. VOC/Boothroyd Dewhurst DFMA) and processes.

Completed overhaul of global supply chain team in 2012 which led to Customer OTD improving 8% to 99%. The Supplier OTD was driven from 82% to 92%. Increased Cycle Count Accuracy from 84% to 99.5%. Managed annual inventory.

Domestic and International Freight Multi- Modal Experience – LTL, FTL, Flat bed, Air, Ocean, Small Parcel

Responsible for Import/Export/DOT/HAZMAT/TSA – Intl trade compliance. Logistics and 3PL contracts.

Spearheaded record setting annual revenue levels of $50.6M, $2M over forecast, $3M over 2011.

Improved Turns from 4 at end of 2011 to 12.2 in Dec. 2012 and reduced inventory by 20% ($1.5M).

Led implementation of Sales Inventory Operations Planning (SIOP) process.

Achieved back to back sales and unit output records in November and December, 2011.

Nicholas Weidner Page 2

Carlisle Brake and Friction, Formerly Wellman Products Group, Solon, OH 2007 to 2011

A $2.5B company that specializes in Brake, Clutch and Transmission friction related components and materials for the Auto, Heavy Truck and Aerospace Industries, Composites and Fuel Cells.

Director of Sourcing

Directed final sourcing decisions for 4 mfg. sites, $150M in spend – 28,000 sku’s – 1100 suppliers.

Managed “cradle to grave” process for tactical and strategic sourcing supporting U.S., China, Canada, Italy.

Specified and negotiated $20M in Facility expansion/Capital Equipment purchases whose build and installation resulted in customer past dues being reduced from $3M to $400K.

Generated Cost Savings of $2.0M in 2008, $2.25M in 2009, $2.5M in 2010.

Featured presenter at international QAD user’s conference speaking about two topics: Theory of Constraints - Planning/Cost Savings/Replenishment and Implementation and eReq - Functionality, Cost Savings, Process Improvements and Implementation.

Corporate ownership of all Modes of logistics. TL, LTL, Air, Ocean, Small Parcel.

Corporate owner of all governance, risk and compliance elements relative to transportation. ITAR, TSCA, and Department of Commerce regulations

Managed commodity spends for Indirect and Direct Materials and Contract Services- Logistics, HR/CR Steel, Powders – Ferrous and Non-Ferrous, PPE/Safety, Packaging, Wet/Dry Friction materials, Chemicals & Adhesives, Composites, Fuel Cell and MRO.

Honeywell Advanced Aerospace Landing Systems (AALS), Tempe, AZ 2006 to 2007

Largest division of Fortune 50 company ($24.5B in sales) specializing in build to print aerospace components.

Senior Manager - Site Sourcing

Functioned as single point of contact for $330M in spend - 40,000 sku’s - 480 suppliers plus an additional $250M in purchased material from 4 other interdivisional sites for total of $580M. Managed 7 direct reports and 75 salaried buyers, planners, logistics personnel and supplier development engineers (dotted line) at multiple North American and International locations all of whom utilized SAP.

Drove systemic and structural changes resulting in immediate reduction of supplier past due dollars from $11M to $2.5M; Supplier on Time Delivery (OTD) improved from 72% to 95%; Customer on Time to Request (OTTR) performance improved from 46% to 89%.

Corporate ownership of all Modes of logistics. 3PL, TL, LTL, Air, Ocean, Small Parcel in terms of all governance, risk and compliance elements relative to incoming and outbound transportation.

Corporate owner of ITAR, TSCA, and Department of Commerce regulations.

Led value stream analysis of entire supply chain focused on inventory reductions & turns, order policy, and minimum order quantities. Shortened value stream inventory by $13M.

The Timken Company, Canton, OH 2004 to 2006

$5.4B Specialty steel company producing precision ball, needle, tapered bearings and engineered steels for the automotive, rail, industrial and aerospace industries.

Manager, Global Sourcing – Precision Steel Components (PSC) Division

Managed total P&L for $60M in spend via 70 suppliers of outsourced machining services along with personal accountability for 6 direct reports, 30 sourcing, planning, logistics and quality functions indirect staff.

Optimized SAP to create real time performance metrics (Supplier OTD, Inventory Turns, Time to Replenish (dock to stock) as well as commodity plan data tables, spend aggregation. Metrics implemented led to $1.2M reduction in Cost of Quality (COQ) and 13% supplier spend consolidation.

Elevated Supply Chain and Supplier Development/Quality teams’ competencies resulting in immediate increases in OTD of 7%, from 88 to 95%. Reduced Total Cost of Ownership (TCO) $1.5M (2.5%). Reduced PPM by 228% to record lows of 48 PPM.

Created 14 Master Purchase Agreements (MPA’s) whose execution resulted in 90% of spend on contract. Supplier Performance measures directly led to 2 consecutive years of zero down time.

Created and executed supplier contract scrap reclamation addendums saving $1.2M year over year.

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Advanced Micro Devices (AMD), Austin, TX 2001 to 2004

$5.7B Semiconductor Manufacturer - World’s 2nd largest manufacturer of semiconductor computer chips.

Global Commodity Manager

Managed spend of $150M across 62 supplier relationships utilizing SAP and benchmark processes for Thin Film Targets and C-4, Chemical Mechanical Planarization(CMP), Cleanroom Consumables, Diffusion Quartz, and Ceramics.

Orchestrated 38% average line item savings across 4 commodities and 4 international manufacturing sites. Total savings generated $1.62M in 2001, $4.58M in 2002 and $4.2M in 2003.

Reduced inventory by $3.3M by executing stand-alone consignment contracts (eSMI) and negotiated away all proposed price increases for 3 consecutive years.

Performed Auditor role 22 times during Supplier Quality/Supplier Development assessments.

Led Thin Films Targets Commodity in developing tech roadmap alignment, dual source initiatives, design for manufacturing and reduced total cost of quality with $2.5M savings year one, $2.0M year two on $11.5M in total expenditures. Team was Benchmark example of a World Class cross functional team product team.

Delphi Chassis – Brakes And Corner Modules, Dayton, OH 1995 to 2001

At the time Delphi was one of the largest global automotive parts manufacturers in the world.

Senior Buyer, World Wide Purchasing - Automotive Bearings (2000 to 2001)

Single Point of Contact (SPOC) for all commercial sourcing, quality and delivery issues for Bearings.

Determined source and completed LTA for $50M in purchased parts and components.

Negotiated Delphi Chassis’ single largest bearing contract resulting in 3-year favorable contract with annual cost downs of $3.75M netting total savings of $11.25M.

Executed 7 suppliers LTA’s resulting in YOY savings of $250K or 3.5% of spend each.

Led alternative materials Creativity Teams, Lean Manufacturing and Design for Manufacturability workshops to improve supplier performance and development of dual supply sources resulting in 6 completed projects with 18% piece price reduction or $1.9M annualized savings.

Manufacturing Process Engineer, Suspension Dampers, Corner Modules (1995 to 2000)

Served as Product Development Team (PDT) Co-Chair (Forward Programs) for C/G/H car Platforms.

Led 8 Kaizen workshops and value stream projects resulting in $2.5M in savings.

Orchestrated all Supply Chain elements of the Product Development/Launch Stage Gate Processes (PDP) and the application of all tools in AIAG toolkit. These included PPAP, APQP, SPC, MSA portions of the Toyota/Delphi manufacturing system (Safety, 5S, Kanban, JIT, Lean Mfg. Cells, Value Stream Mapping, SMED) to achieve cradle to grave launch of $6M to $100M damper/suspension/corner module programs.

Created and published PPAP packages, Process Control Plans, Process Flow Diagrams, Statistical Process Control, P/DFMEA’s that are key requirements for product release and supplier approval.

EDUCATION & PROFESSIONAL DEVELOPMENT

Master of Business Administration (MBA), Operations Management, University of Dayton, Dayton, OH

Master of Science (MS), Engineering Masters in Management Science, University of Dayton, Dayton, OH

Bachelor of Science (BS), Manufacturing Engineering Technology, University of Dayton, Dayton, OH

Bachelor of Technology (BT), Industrial Engineering, University of Dayton, Dayton, OH

Six Sigma – Green Belt Certified

TECHNOLOGY SKILL SUMMARY

SAP/QAD/Avante - ERP/MRP, Microsoft Office Word, PowerPoint, Excel,

e-Commerce, Kanban, e-Auction, eSMI, iPurchase

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