KENNETH W. DAWSON, MBA acxeul@r.postjobfree.com C 920-***-****

SUMMARY OF PROFESSIONAL QUALIFICATIONS:

Operations / Supply Chain leadership in Global Procurement, Inventory, Supply Chain P2P, and Operational Excellence. Integrity focused leader with successful background building world-class supply chains; business acumen in leadership development, change management, strategic analysis, and supplier excellence. G.E. University Graduate with a track record of developing teams and creating innovative sourcing solutions for a diverse set of companies large and small. Versatile experiences include: team coaching and development with emphasis on training, mentoring, and listening. Diverse production operations, contract negotiations, and supplier relationship development. Demonstrates a diverse business acumen with strengths in: road map development, project management, strategic planning, cost reduction initiatives; goal setting/achievement; quantitative and budgeting skills; and data analysis to drive goals. Poised for success in both large and closely held environments with multiple value streams and product groups. Certified Green Belt in DMAIC Lean-Six Sigma methodology and certified in Project Management (PPM).

EXPERIENCE HIGHLIGHTS INCLUDE:

International supplier development to drive cost deflation in China, India, Taiwan, Mexico and throughout Europe serving on an international team as project manager. Supervised staff in India and China for data management and purchase order maintenance as well as supplier qualifications (PPAP).

Tier 1 automotive experience with GM, Honda, Chrysler, Harley Davidson, Polaris, and recreational vehicle industries.

Long term supply agreements, implemented successful Advanced Supply Chain Management strategies with Demand Flow, Kanban, consignment programs, and vending systems, within ISO and QS environments.

Developed Strategic Road Maps based on quality and spend data and Supply Chain/procurement metrics package to monitor daily progress and impact.

Implemented thoughtful data based inventory reduction plans.

Operations and Direct Labor Plant Leadership roles including both union and non-union leadership.

Master Plant scheduling leadership.

Sound judgment and reasoned decision making to improve overall operations and bottom line return.

Managed Indirect spend for facilities and CAPX, services, and IT equipment.

Experienced in Sales and Operation Planning sessions ( S&OP ).

ERP system knowledge- (Oracle-Syteline-SAP-Infor XA, P2P Supplier Exchange, Nocturne, IBM AS 400).

PROFESSIONAL EXPERIENCE:

Barry Wehmiller Company, Inc., $6B Sales – Paper Converting Machine Div. Green Bay, WI 2011 to 2016

Paper converting machinery manufacturer with $260M in sales, $75M + spend, 800 + employees, multi-plant locations with both Union and Non-Union operations engaged in large paper converting press manufacturing.

Supply Chain Executive

KEY ACCOMPLISHMENTS: World Class Performance Standards with 3.7 Sigma Supplier Quality

Overall Supply Chain leadership responsibilities for a multi-plant environment for all supply chain functions, both direct and indirect spend.

Established strategic initiatives with an annual detailed spend analysis by commodity and supplier for rationalization of future spending and establish goals for cost reduction targets, lead-time reduction targets, and supplier elimination / consolidation.

Achieved $1.8M in cost reduction and $2.7M in ongoing project cost reduction over a three-year period due to improved business practices and strategy implementation.

Established a weekly cost variance report to monitor and benchmark cost performance against standard.

Improved OTD by 20% by reducing both late and early deliveries along with supplier scorecard process.

Implemented a supplier Internet based portal system with an ASN receipt process.

Automated handling equipment, electrical and electronic components, large and small-machined parts, large fabricated components, castings, hardware, plastics, and various mechanical and electrical commercial assemblies as well as all MRO and supplies and corporate services.

Drove long-term inventory reductions through consignment programs and lower lead-times and controllership in shop expenses.

Implemented Quality Systems w/ 8D corrective action process and formal supplier deviation process.

GENERAL ELECTRIC – Oil & Gas Div., $10B segment of GE Energy Group, Oshkosh, WI 2006 to 2011

Strategic Sourcing Leader

Led High Speed Recip. business unit Sourcing team, overall sales at this location of $150M. $70M in spend in HSR, 220 employees. Produces compressors for major oil companies, industrial chemical manufacturers, and packagers worldwide.

KEY ACCOMPLISHMENTS:

Identified and implemented cost reduction initiatives worldwide that drove $4M in cost reductions over 3 years.

Drove reduction in backlog of NCR material recovering $1MM in defective material bill backs to suppliers, receiving a GE corporate award for this achievement.

Achieved overall 90% on time delivery to need from 50%.

Strategic Member of the plant leadership S&OP leadership review.

Led, identified and developed key global suppliers in India and China for castings and machining as part of the cost successes.

Strategic leader on the global commodity review board for commodity playbook deployment.

Developed and implemented Supply Chain strategies for all out-sourced material and processes associated with castings, forgings, machined components, bearings, couplings, and hardware including motors, pumps, and mechanical assemblies.

HB PERFORMANCE SYSTEMS, INC., $200M Sales, Mequon, WI 2001 to 2006

Director of Procurement

Tier 1 manufacturer of brake systems for Harley Davidson motorcycles, Polaris snowmobiles, Arctic Cat ATVs, John Deere lawn and garden equipment, and other off road farm and construction equipment with $120 MM in sales. $46 M spend in castings, bearings, friction material, plastic, rubber, and steel annually through a staff of four buyers.

KEY ACCOMPLISHMENTS:

Leader of several million dollars in annual tooling contracts with multiple suppliers for Harley Davidson that included annual reports presented at the H-D plants.

Set up international supply agreements for castings and brake pad assemblies as well as other brake components in Italy, France, The Netherlands and Taiwan.

Negotiated LTA’s which included built-in annual cost reductions for top 5 suppliers and for annual aluminum and steel contracts.

Consolidated supply base by developing tier 2 machine and paint suppliers to pair with existing casting suppliers.

Developed supply chain Kanban systems to streamline product flow, saving $250K annually.

Operating under a QS environment, handled all new part/supplier PPAP and ISIR documentation through approvals.

LEADERSHIP TRAINING:

European Foundation for Quality Management Facilitation 2001

Larry Halt Advanced Executive Leadership and Management 2002

GE University Crotonville, NY. Manager Development Course 2008

GE Change Agent Leader 2008 (CAP)

GE Green Belt 2008

GE Employee Inclusiveness Training 2008

GE Project Management Leadership 2009

GE Change Acceleration Program 2009

GE Document Creator Designation 2009

BW Communications Leadership Training 2012

BW Culture of Service Training 2013

Servant Leadership Training 2013

Barry Wehmiller University Leadership Program 2015

EDUCATION:

MBA Regis University, Denver, CO 2004

BS Business Administration/Labor Management, University of Wisconsin Parkside 1979

BW University Leadership, St. Louis, MO 2015

GE University, Crotonville, NY 2008

CERTIFICATIONS:

GE: Green Belt- DMAIC Six Sigma Quality. Reg#262***-******

Professional Project Management (PPM)

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