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Supply Chain Management

Sussex, Wisconsin, United States
October 13, 2016

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Chad A. Dalzin

N** W***** Majestic Heights Trail

Sussex, Wisconsin 53089

Cell 262-***-****


Senior Level Supply Chain Leader with diverse cross-functional experience and proven results in manufacturing, service, and distribution environments. Trained and experienced in the deployment of the following:

Lean Manufacturing Initiatives Total Acquisition Cost Analysis

Six Sigma, Kaizen, EVA E-Commerce, Reverse Auctions, EDI

ISO9001:2000 Certification Management of Outsourced Operations

MRP, JIT, Kanban Systems International Sourcing


Dalzin and Associates LLC, supply chain management consulting firm. March 2006

Founder and President

Interim executive leadership, reorganizations, asset sales, strategic sourcing (Direct and Indirect), international sourcing, lean manufacturing, reverse auction preparation, spend analysis, contract negotiations, and outsourcing.

ORBIS Corporation (Oconomowoc, WI), a subsidiary of privately held Menasha Corporation. 2004- 2006

Designs, manufactures, and implements plastic reusable packaging systems that reduce costs and drive supply chain optimization. Seven plants, two JV’s, and several contract manufacturing and off-site warehousing operations. Serving automotive, beverage, and general industry/distribution customers.

Director of Strategic Sourcing

Newly created position responsible for global supply chain (Purchasing, materials, logistics) operations and European contract manufacturing. Also responsible for facilities management, safety, and environmental. Member of Supply Management Council. Eight direct reports and operational responsibility for another forty employees.

Exceeded annual strategic imperative goal for savings.

Established freight as a P&L, resulting in $1M+ revenue.

ISO 9001:2000 and 14001 recertification.

25% reduction in incoming premium freight paid.

Increased Procurement card activity by 35%, reducing total acquisition costs by $49 per transaction.

Acquisition/JV due diligence and integration.

SPX Corporation ($5.5B), Fortune 500 global multi-industry corporation. 2000 – 2004

Thermal Product Solutions Division (Lindberg- Watertown, WI), $70M division of SPX (Seven plants, five states and Canada). Seven major thermal equipment product lines (Engineered to order) and aftermarket parts and service.

Vice President Supply Chain Management

Newly created position responsible for supply chain operations across the division. Member of SPX purchasing council. Holds FreeMarket’s FullSource and QuickSource reverse auction events to maximize supplier outreach and savings. Leads divisional outsoucing initiatives.

Increased material savings from -2% to 6%.

Established Low Cost Country sourcing relationships in India and Mexico. China sourcing.

Led ERP selection process and implementation partner.

Turnkey outsourcing of several product groups.

Fluid Power (Rockford, Illinois), $120M division of SPX and leading global manufacturer of industrial components and repair parts. Five product lines, serving both an Original Equipment Manufacturer (OEM) and distribution customer base.

Vice President of Global Sourcing

Promoted to newly created position. Leads purchasing, planning, materials, distribution, shipping, and receiving for US operations. Global multi-plant purchasing responsibility. Member of SPX purchasing council. Procures $67M of raw materials and services. Holds reverse auctions to maximize economies of scale and increase competition. Extensive international sourcing; including Latin America, Europe, and China.

Increased material savings for Division from 2% to 7%.

Improved on-hand availability of key distribution products from 68% to 85%.

ISO9001 recertification.

Implemented cycle count program and inventory adjustment procedure.

Outsourced to lower fixed costs, increase flexibility, and capitalize on supplier core competencies.

Lindberg Blue M Electric (Watertown, Wisconsin), $60M division of SPX and leading global manufacturer of thermal processing capital equipment and aftermarket parts.

Director of Supply Chain Management

Leads information technology, materials, logistics (shipping/receiving), and purchasing. Procures $35M of raw materials and services. Serves as a member of the SPX purchasing council. Utilizes E-Commerce reverse auctions to reduce the supply base, increase economies of scale, and lower raw material costs. Multi- plant responsibility.

Increased raw material cost reductions for multi-site operations from 1% to 6%.

Instrumental to increasing on-time supplier delivery performance from 72% to 90%.

Developed and expanded the use of kanban.

Reduced the supply base 10%, while fielding a new product to a major customer.

Realized 10% savings by increasing the outsourcing of fabricated parts and assemblies by 75%.

Led a Design for Manufacturability (DFM) team and identified 30% cost savings.

APV Americas- Lake Mills (An Invensys Company $16B), Lake Mills, Wisconsin 1998 - 2000

$85M manufacturer of processing equipment for the dairy, food, beverage, healthcare, nuclear, and pharmaceutical markets worldwide.

Purchasing Manager

Manager of purchasing operations in support of a unionized ISO9001 lean manufacturing operation. Managed 130,000 procured and manufactured part numbers, supporting five highly engineered product families and an aftermarket express service parts center. Multi-plant responsibility.

Reduced the supply base 30% and realized 7% net purchase price variance savings.

Continued the movement towards a total “pull” environment by increasing parts on kanban to 60%.

Implemented commodity buying, while decreasing the number of buyers from seven to five.

Instrumental to increasing on time delivery performance from 64% to 92%.

Reduced stock inventories over 30%.

Successfully prepared the purchasing department for ISO9001 recertification.

SAP ERP implementation.

Case Corporation, Racine, Wisconsin 1997-1998

$6B global designer, manufacturer, and distributor of agricultural and construction equipment.

Manager, Strategic Sourcing Process, Supply Chain Management Division

Leads a cross-functional team through the strategic sourcing methodology, consisting of four phases: research, evaluation, structure, and implementation. The process identified $21.3M in total acquisition cost savings from a spend of $142M for assigned commodities.

Reduced the electrical light supply base from 36 to 3 “best in class” light manufacturers by segment, while creating economies of scale resulting in $2M of identified savings.

Instrumental in the development of the Case integrated supply strategy to outsource the management of the tool and maintenance cribs. Strategy reduced plant MRO supply bases by several hundred, increased consignment by 70%, reduced transaction costs by 90%, while achieving 15% in savings.

Part of the team that formulated the strategy to consolidate the castings supply base from 92 to 19 “best in class” foundries.

Manu-Tronics, Kenosha, Wisconsin 1995-1997

$75M electronics contract manufacturer.

Contracts and Proposal Manager

Negotiates terms, conditions, and pricing for all raw material contracts. Coordinates various JIT programs; including MRP sharing and EDI. Leads a cross-functional team in the evaluation of customer quote packages and pricing of Bills of Materials.

Created economies of scale by reducing the distribution supply base by 25%, yielding 19% in savings.

Part of the team that implemented EDI, resulting in establishing an automatic requisitioning process covering 60% of total requisitions.

Successfully prepared the materials department for ISO9001 recertification.

Administered the monthly supplier performance report, which quantifies price, delivery, and quality.

Senior Buyer

Commodity buyer for a wide range of electronic components, including integrated circuits and transistors. Program buyer for key accounts, including GE Medical and Cooper Power Systems.

Member of the commodity buying implementation team.

Sourced internationally extensively for allocated parts.

Serves on several cross-functional teams involved with quality, engineering, freight, and inventory management.

Stolper- Fabralloy Company, Brookfield, Wisconsin 1994-1995

$25M aerospace component manufacturer.

Senior Buyer/Planner

Responsible for all purchasing activities in cellular manufacturing union plant. Major raw material purchases include; steel, aluminum, castings, and tooling. Coordinated movement and contract completion for twenty outside operations.

US Army Officer (1985-1994)

United States Army Missile Command, Huntsville, Alabama 1992-1994

Major Department of Defense procurement agency for several programs.

Contracts and Procurement Manager

Managed several cost-plus and fixed price contracts in support of various weapon systems programs to include Line of Sight Anti-Tank (LOSAT) and Chaparral missile programs. Responsibilities include acquisition planning, contract negotiation and execution, and production management. Lead negotiator for total contracts in excess of $200M.

Intelligence and Security Command, United States Field Station, Sinop, Turkey 1991-1992

Joint operations base strategically located in Northern Turkey.

Contracts Manager

Headed procurement operations for the administration of a $16M contract. Managed the base quality assurance evaluation program, which evaluated the services of 340 contractor employees monthly. Managed contracts covering engineering, logistics, transportation, maintenance, and program management.

4th Infantry Division, Ft. Carson, Colorado 1985-1991

Logistics/Operations Manager

Several leadership positions including management of material distribution functions for a service support activity. Responsible for material requisitions in excess of $1M annually. Managed maintenance operations for a 100 vehicle fleet.


M.S. (Management) from Cardinal Stritch University, Milwaukee, Wisconsin.

Certificate in Project Management from Cardinal Stritch University, Milwaukee, Wisconsin.

B.A. from the University of Wisconsin-Whitewater in Economics and Political Science.

Graduate work in Management from the University of Wisconsin-Whitewater and Florida Institute of Technology.

Invensys Management Development Program, London, England.

Executive and Green Belt six-sigma training.

Trained ISO Auditor.

Certificate in Contract Management from the National Contract Management Association.

Institute for Supply Management (ISM)- Milwaukee.

ROTC graduate.


SAP, JD Edwards, Growthpower, Syteline, CINCOM, MS Excel, MS Word, MS Project, MS Powerpoint, Outlook and Lotus Notes.

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